Why does the strategy keep changing without changing the outcome?

The strategy may be sound, the milestones defined, the resources committed, and the individual teams performing their assigned work. Yet the expected result can still fail to materialize because execution depends on how those activities interact across the organization.

A plan can succeed locally while the system fails globally.

Dependencies, competing priorities, resource constraints, decision timing, handoffs, and unintended consequences can prevent improvements in one area from producing the expected result somewhere else. Traditional project measures may show progress without revealing where execution has separated from the intended outcome.

This Hard Case follows an execution problem through ruwbi's six-step method to determine where the plan stopped producing the result it was designed to create.