Another strategy session in the books. Great plans, clear goals, everyone nodding in agreement. Six months later? Nothing has changed. The PowerPoint sits somewhere in a drawer, KPIs are still at zero, and everyone is just doing what they always did. Sound familiar? It’s likely that one of the four key roles isn’t being fulfilled properly.

Paul van Bekkum, co-founder of Summiteers, and Thijs Venneman, management consultant, see it happen time and again: brilliant strategies that fizzle out because the wrong people are at the table. Or worse: because the right people are there, but have no idea what is expected of them.

The secret no one tells you

‍A strategy is not a document. It’s not a PowerPoint. It’s what people say and do—even when you’re not around.

And there lies the problem. Who ensures that people actually change the way they work? Who translates those inspiring words into concrete actions? Who keeps momentum going when challenges arise?

Here’s the uncomfortable truth: a strategy rarely fails because the plan is flawed. It fails because the people critical to its success are not fulfilling their roles as they should.

You don’t need a better strategy. You need clearer role definitions. And above all: respect for what each role requires to succeed.

There are four roles that determine whether a strategy succeeds. Chances are at least one of them is not being properly fulfilled right now.

The four roles that make the difference

1. The Sponsor: the leader who doesn’t know when to push

‍The decision-maker with authority—often a director or executive. Has all the powers but struggles with balancing control and delegation. Too much control stifles the team; too little and nothing happens.
The problem: Believes that making decisions is enough. Forgets that people need time to get on board.‍

2. The Subject Matter Expert: the specialist no one listens to‍

The person with the knowledge—knows the subject, the organization, and the pitfalls. Brought in when the stakes are high, but often too late.
The problem: Speaks the wrong language. Thinks in details while others think in results.‍

3. The Facilitator: the conductor without an orchestra‍

The one responsible for leading the process—internal or external professional who must coordinate everything. Often lacks formal authority to direct people.
The problem: Must enforce collaboration without hierarchical power. An impossible balancing act.

‍4. Middle Management: the forgotten link‍

The connectors between strategy and execution. Responsible for translating the plan to their teams but often informed too late.
The problem: Receive a ready-made plan forcefully. No wonder they resist.

Which role are you?

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‍Are you the sponsor struggling to let go? The expert who isn’t being heard? The facilitator without authority? Or middle management tasked with executing it all?

The key lies in awareness. Knowing your role. Understanding what it entails. And, most importantly, recognizing what you need from the other roles to succeed.

Here’s what we’ll do

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Over the coming weeks, we’ll dive deep into each role. No theoretical models—just raw, practical insights:

• What the role truly involves (beyond the job description)
• Where it usually goes wrong (and why no one talks about it)
• Concrete tips you can apply tomorrow
• How to collaborate with other roles without losing your mind

Next, we’ll start with the sponsor—the manager who has all the power but feels powerless.

This is the start of our five-part series on the roles that make or break a strategy.

Ready to take your strategy out of the drawer? We are Summiteers. We make sure the right people take the right roles—so strategies don’t stay in drawers but reach practical impact.

Let’s talk. Or follow our LinkedIn page to catch the rest of this series.

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