General Dirk Smith as the Deputy Commander for Operations and Intelligence, Combined Joint Task Force-Operation Inherent Resolve, U.S. Central Command (c. 2018).
Victory Strategies Managing Director, Dirk Smith, opens up with the first core attribute in this article for a 3-part series on implementing strategy.
Every strategy needs a senior leader who serves as its champion. This individual should have their fingerprints on the strategy - helping to shape both the strategy itself and its implementation. By communicating the vision, demonstrating visible commitment, and removing barriers, the champion ensures the strategy remains a top organizational priority. Without this leadership anchor, strategies risk losing momentum amid competing demands.
I have seen dedicated champions lead significant organizational change by serving as the driving force – such as when I served as the senior advisor to the Air Mobility Command Commander. As the Commander developed and implemented a structural change and a new strategic approach for his command, he consistently demonstrated ownership, engagement, and trust in his team. He appointed his Director of Operations to lead the implementation effort and designated me as the Director’s coach. Even more remarkable, he also empowered me to coach him - the Commander himself - as the senior leader, an uncommon but powerful demonstration of humility and commitment to success. His visible leadership and willingness to be coached set the tone for the entire organization and ensured that both accountability and alignment were maintained throughout the process - an exemplary model of a true leader champion.
By contrast, I have also observed what happens when a leader fails to truly champion a strategy. While serving as a Strategic Requirements Analyst at a major defense contractor, I was assigned as the key implementer for a cross-business area integration effort designed to improve resource alignment and collaboration among multiple directors. Although the vice president leading the effort expressed support and assured me that I was empowered to task directors for assistance, they failed to follow up with visible, engaged action. It seemed that the vice president just expected their teams to execute plans they themselves were too busy to own. Without the senior leader’s sustained involvement and enforcement of accountability, the initiative quickly lost traction. Ultimately, the strategy floundered and died - not because the concept was flawed, but because it lacked an active and committed champion.
These two experiences underscore that successful strategy implementation depends on three interrelated elements: a committed senior leader to champion the strategy, dedicated coaching for key implementers and the champion alike, and a clear accountability mechanism to track progress and sustain momentum. When these elements align, organizations can overcome resistance, maintain focus, and translate strategic intent into measurable results. Ultimately, the senior leader owns the implementation effort and holds the key to its success or failure.
Authored By: Dirk Smith, Managing Director
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