The space between strategy creation and practical execution often feels like uncharted territory. It’s where plans falter, goals remain unmet, and businesses struggle to adapt. On The Strategy Gap podcast, hosts Jonathan Morgan and Joe Krause explore this elusive middle ground with strategy leaders who have navigated it successfully. In this episode, Victor André Gamas Mayer, managing partner at Gamas Group, delves into the dynamics of running a fourth-generation family business, balancing strategic foresight with operational demands, and staying agile in a global market.
Here are three essential lessons from this conversation that can guide any organization looking to bridge its strategy gap.
1. Culture as the Spine of Strategy
“Being a family business impacts the whole thread or the whole spine of your organization,” shares Victor. This foundational principle shapes everything at Gamas Group—from hiring practices to strategic growth.
In a family-owned business, culture often evolves organically, driven by shared values and deep-rooted principles. At Gamas Group, the concept of “family” extends to employees, clients, and even providers. Victor recalls his father, the CEO, saying, “My job is to take care of 800 families.” This mindset fosters a strong, people-centered culture that informs their strategic decisions.
For organizations outside the family business model, embracing aspects of this ethos can be transformative. Start by clarifying your company’s values and ensuring they resonate at every level. As Victor advises, “Everybody feels responsible for the end results of the company,” a principle that creates alignment and accountability.
Practical Takeaway:
Define and consistently communicate core values. Whether you’re managing a start-up or a multinational corporation, clarity in your mission and principles ensures alignment across your team.
2. Balancing Operational Excellence with Strategic Vision
One of the key challenges Victor highlights is achieving equilibrium between day-to-day operations and long-term strategic goals. “Operational things sometimes take precedence,” he notes, “but you can’t think about strategic items all day without sacrificing operations.”
To address this, Gamas Group empowers managers with both autonomy and accountability. Managers own their profit-and-loss statements and are expected to align their decisions with broader strategic objectives. Transparency plays a crucial role in this process. Victor explains, “The secret sauce of our business is that we have developed an in-house suite of software… tracking every movement, whether that’s a dollar, a container, or an employee.”
This dual focus ensures operational efficiency while maintaining a steady eye on long-term goals. For many businesses, however, short-term pressures often derail strategic initiatives. Overcoming this requires robust systems and a culture of trust.
Practical Takeaway:
Invest in tools and processes that offer visibility into both operational performance and strategic progress. Regularly review these metrics with your team to stay aligned and agile.
3. The Global Perspective: A Mindset for Growth
Even for businesses that don’t operate globally, Victor emphasizes the importance of adopting a global mindset. “At the end of the day, we are all impacted by what’s happening in the world,” he explains. Policies, trade agreements, and even geopolitical shifts influence everything from supply chains to market dynamics.
Victor underscores the value of learning from unrelated industries. Gamas Group, for instance, studies McDonald’s and Starbucks for their franchise and talent development models. This cross-industry learning informs their operational strategies and enhances customer experiences.
For smaller businesses or those focused solely on local markets, the idea of thinking globally may seem daunting. Yet, as Victor advises, “Start easily. Watch the news, read the economic section of the paper, and look for trends that might influence your industry.”
Practical Takeaway:
Dedicate time to understanding broader market trends. Encourage your team to explore insights from other industries and apply them to your business context.
Closing the Gap
The journey from strategy to execution is complex, but it’s not insurmountable. By building a culture that aligns with your strategic goals, fostering operational accountability, and maintaining a global outlook, you can navigate the challenges of this middle ground.
As Victor wisely concludes, “Be yourself. As long as you’re congruent with your values and principles, the rest will take care of itself.” This advice resonates not only for individuals but also for organizations striving to achieve their goals.
Whether you’re running a family business or leading a corporate team, these lessons from The Strategy Gap offer a roadmap to bridge the divide and turn plans into reality.
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A podcast about the space between savvy strategy and practical execution, including everything that can go wrong on the way.
