In recent months, I’ve written about what it takes to create real momentum within organisations: how leadership, structure, process, and culture each play a role in determining whether the strategy translates into performance. But as we enter the final quarter of the year, I find myself reflecting on something even more fundamental.
Many organisations in Thailand are finalising bold plans for 2026. Their strategy is sound; their structure has been reshaped. They’ve appointed capable leaders at the top. But there’s a crucial layer that often escapes scrutiny – one that quietly determines whether those plans will move or stall:
Do you truly have the right people in place to deliver what’s next?
It’s a pattern I’ve seen play out many times. A company commits to change, and leadership agrees on a refreshed vision. There’s a genuine desire to move forward, but then, nothing quite takes hold.
Projects drift, accountability blurs, energy fades, and frustration builds slowly.
Earlier this year, I was invited to advise a Thai conglomerate that had recently undergone a strategic reset. They had hired new leadership, restructured teams, and committed to an ambitious growth agenda. However, three months in, execution was stalling. Business units were not moving in sync, and critical initiatives kept bouncing from team to team. Leaders were burning out, and delivery timelines slipped.
The strategy wasn’t the problem, nor was the structure, but something was clearly wrong.
As we dug deeper, the CEO said something that captured the issue perfectly:
“We redesigned everything, but we didn’t stop to ask if the people we’re counting on are truly ready for what we’re asking them to do.”
Talent gaps are easy to miss – until they’re costly
When businesses move fast, due to growth, transformation or external pressure, it is tempting to assume that the existing team can stretch to meet the moment. In some cases, they can, but in many cases, they struggle — not because they lack commitment, but because the role has changed and no one checked if they still fit it.
We see it everywhere:
A trusted operational leader is suddenly expected to lead a transformation, but has never done it before.
A technical expert promoted into a cross-functional leadership role, and is now overwhelmed by ambiguity.
A longstanding manager, respected and loyal, who quietly resists the new direction because no one explained why it matters.
These are not performance failures, they’re capability mismatches — and they are surprisingly common in organisations that are otherwise mature, well-resourced, and future-focused.
The myth of “we have good people”
It’s a comforting phrase - and in many ways, it’s true. Most businesses do have good people, but the deeper question is:
Are they the right people for where you want to go next?
This requires a different lens. One that looks at:
Future-fit capability, not just experience
Decision-making maturity under pressure
Strategic thinking beyond functional excellence
Influence across boundaries, not just control within silos
Willingness to unlearn and lead differently
These qualities are not always apparent in a resume or performance review, but they are essential when a business is evolving and the stakes are rising.
Strategy is executed by people - not org charts.
I often remind clients — and even my team at Grant Thornton that execution is a human act. Systems, charts, and structures can only support what people are capable of doing. If the people aren’t aligned, skilled or empowered, the strategy won’t move, no matter how elegant the plan looks in the boardroom.
This is especially true in the Thai context, where hierarchy, harmony, and hesitation to challenge often mask the real picture. Leaders may appear aligned. Teams may nod in agreement – but underneath, there can be uncertainty, resistance, or even fear.
That’s why the most forward-looking organisations right now are pressure-testing their people layer — asking hard but necessary questions like:
Do we have the leadership depth to sustain our next phase of growth?
Are we building succession, or simply maintaining stability?
Where are we relying too heavily on individuals - and what happens if they leave?
Are our future leaders ready for complexity, scale and change?
Final thoughts
You may have a clear strategy and modern structure, but without the right people in the right roles, with the right readiness, those foundations won’t deliver what you’re hoping for.
Now is the time to assess where you are strong, where you are exposed, and where a shift in talent or leadership may be needed.
Because the cost of waiting until execution fails is greater than the cost of asking that question now.
Let’s ensure your next move isn’t just planned - it’s well-resourced.
