Why your marketing strategy isn’t delivering – and what to do about it
You’ve got a strategy. You’ve had the meetings. You’ve built the slide decks.
But six months down the line, not much has changed. Campaigns haven’t launched. Business development plans are gathering dust. And the growth targets? Still out of reach.
This is the classic strategy-execution gap. And in professional services, it’s one of the biggest barriers to effective marketing and BD.
In this blog, I’ll unpack what the strategy-execution gap looks like, why it happens (especially in firms like yours), and how to close it with practical solutions you can implement straight away.
What is the strategy-execution gap?
The strategy-execution gap is the disconnect between what a firm says it’s going to do (strategy) and what actually gets done (execution). It’s not that the strategy is flawed or that the team lacks effort—often, it’s a combination of small issues that build up to a larger failure to deliver.
In professional services, it can show up as:
- A BD plan that never gets implemented beyond the initial excitement
- A content calendar that’s ignored after month one
- A bold new positioning that never makes it past the partner meeting
The truth is that the longer this gap continues, the more sceptical stakeholders become about marketing’s role in growth. This can lead to reduced budgets, frustrated team members, and a general feeling that marketing “doesn’t really work” for your firm.
Signs you’ve got a marketing strategy-execution gap
If you’re experiencing any of the following, the gap is likely at play in your organisation:
- No clear ownership: Projects stall because no one’s sure who’s responsible—or no one has the time to take the lead
- Too many ideas, not enough delivery: The team is busy with planning and meetings, but little actually gets published, launched, or measured
- Fragmented efforts: BD and marketing work in silos with little collaboration or shared goals
- Over-reliance on junior resource: Great strategies get handed off to junior team members without the guidance or authority to make them happen
- No structured follow-up: Plans are created but rarely reviewed or revisited, meaning accountability fades quickly
If these patterns sound familiar, you’re not alone. Many professional services firms struggle with turning their marketing aspirations into reality.
Why it happens in professional services
There are some very real, and very common, reasons why execution falls short in professional services firms:
1. Time and billing pressure
Client work always comes first, and rightly so. Fee earners are often reluctant to invest non-billable time into BD or content creation. When client demands increase, marketing initiatives are the first to be pushed aside.
This can be addressed by creating more realistic timelines that account for busy periods, or by finding ways to make marketing contributions more streamlined—such as interview-based content that requires minimal fee-earner writing time.
2. Siloed functions
Marketing and BD are still seen as support functions rather than strategic partners in many firms. Fee earners often work independently without looping in the right people at the right time.
Breaking down these silos requires intentional collaboration. Consider regular cross-functional meetings where marketing, BD and fee earners can align on priorities and share updates on progress.
3. Broad-brush marketing strategy
Many marketing strategies are too high level to be actionable. Without specific goals, timelines, and responsibilities, they get forgotten in the day-to-day rush.
The solution is to ensure that every strategic initiative includes clear, measurable actions with deadlines and named owners. A vague goal like “improve our content marketing” becomes “publish two thought leadership articles per month, with Partner X and Director Y responsible for May’s content.”
4. Lack of internal resource or experience
Junior teams may lack the strategic experience to drive execution, while senior leadership doesn’t have the time to be hands-on with implementation details.
This gap can be bridged by providing more structured guidance to junior team members, including templates, examples, and regular check-ins. Alternatively, bringing in external expertise can help supplement the team’s capabilities without adding permanent headcount.
5. Poor follow-up discipline
Without regular check-ins and tracking, it’s easy for momentum to fade—and for no one to notice until deadlines have long passed.
Creating a simple but consistent review process can prevent this drift. Even a monthly 30-minute meeting focused purely on progress against the plan can maintain accountability and help identify blockers before they derail your strategy.
How to close the gap
However, the gap can be closed. But it takes focus, structure, and clarity.
Prioritise ruthlessly
Pick a handful of high-impact initiatives and see them through. It’s better to deliver three campaigns brilliantly than ten half-heartedly.
Practical tip: Use a simple prioritisation matrix that weighs potential impact against effort required. Focus first on high-impact, lower-effort wins to build momentum and credibility.
Assign clear ownership
Every project needs a named lead with time, budget, and decision-making ability. No more “let’s all keep an eye on it.”
Practical tip: Create RACI charts (Responsible, Accountable, Consulted, Informed) for major initiatives so everyone understands their role. This prevents the common situation where everyone thinks someone else is handling a particular task.
Track progress in real time
Whether it’s a dashboard, Trello board, or shared document, make progress (or lack of it) visible. Weekly or monthly check-ins work wonders.
Practical tip: Choose a tracking system that fits your firm’s culture. Some teams thrive with visual project management tools, while others prefer regular email updates or spreadsheets. The right approach is the one your team will actually use.
Invest in the right skills
Execution requires know-how. Whether through training, hiring, or external support, make sure your team can deliver on your goals.
Practical tip: Identify specific skill gaps that are hindering execution. Is it content writing? Social media expertise? Data analysis? Once identified, you can target resources more effectively through focused training or strategic outsourcing.
Create accountability loops
Introduce regular reporting to leadership—not just to show results, but to course-correct when needed.
Practical tip: Schedule quarterly strategy reviews where the team presents progress, challenges, and adjustments to the plan. This creates natural deadlines and keeps marketing initiatives visible to decision-makers.
The role of a fractional CMO and how it supports your business
One way firms are closing the gap is by bringing in senior-level marketing expertise on a fractional or interim basis.
This gives you someone who:
- Can translate strategy into a practical, prioritised action plan
- Knows how to lead a team and get things over the line
- Keeps momentum going even when fee-earners are busy
A fractional marketing director brings experience from multiple firms and sectors, offering fresh perspectives while understanding the unique challenges of professional services marketing. They can often spot potential pitfalls before they emerge and suggest practical workarounds.
In my own work with law firms, accountancy practices, and consultancies, I often step into this role bridging the gap between intention and impact, and helping teams get things done in ways that are sensitive to the firms resources and culture.
Conclusion: action over intention
If you’ve got a strategy that’s not going anywhere, you’re not alone. Many firms have ambitious plans that never see the light of day.
But it doesn’t have to stay that way.
Start by being honest about what’s working and what’s not. Focus on fewer things, done better. Create simple but effective accountability mechanisms. And if you need someone to help drive progress, that’s where I come in.
Need help? If you would like help with your marketing, bringing on a marketing consultant with a fresh pair of eyes can make all the difference. I work with B2B businesses and professional service firms in London, Kent, UK, and Europe, as well as specialising as a legal marketing consultant. Please get in touch or book a free 30-minute consultation.
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