At our recent Growth Company Retreat, one theme came through consistently across discussions with executives and non-executive directors of high growth business leaders: strategy alone is not enough, alignment at the top is what drives delivery.  

In a market defined by geopolitical, economic and operational disruption, most organisations are not lacking in strategy. They have clear plans, defined targets and well-articulated value creation frameworks. Yet execution often falls short. More often it is a question of leadership team alignment.  

A poll we ran with attendees highlighted the strategic priorities for the year ahead: 

• 34 percent expect to complete an M&A transaction
• 43 percent expect a refinancing or capital restructuring
• 7 percent anticipate a secondary private equity exit
• 14 percent do not plan a major transaction
• Trade sale, IPO or delisting were all at 0-2 percent 

We also explored the types of crises leaders find hardest to navigate:

• Strategic or operational missteps threatening growth (32 percent)
• Funding challenges (18 percent)
• Leadership conflict or breakdown in Boardroom relations (18 percent)
• Loss of confidence from investors (11 percent)
• Reputational issues (18 percent)
• Impact of macroeconomic shocks (3 percent) 

Leadership challenges are multi-dimensional with pressure from internal execution and external factors. Misalignment at the top can slow decisions, dilute focus and create inconsistent messaging. In a low growth environment this limits performance. Alignment does not mean avoiding challenge.  

Effective teams debate, test assumptions and explore scenarios but once decisions are made there is collective ownership. Rising stakeholder expectations, heavier reporting and market volatility make maintaining alignment demanding. As Criticaleye CEO Matthew Blagg highlighted in a recent podcast, leaders need resilience to succeed in this high-pressure environment. 

In the context of this, external perspectives help leadership teams maintain objectivity, challenge assumptions and ensure continued alignment on strategic priorities. They provide a lens to benchmark decisions and identify potential blind spots particularly for leaders navigating new or complex environments. 

This was reinforced in our recent podcast with Alastair Mills, Managing Director & Head of European Business Services, H.I.G. European Capital Partners LLP discussing the UK private equity outlook for 2026. He highlights how macro shifts, AI and evolving fund strategies are reshaping dealmaking and why leaders preparing for exits benefit from external perspectives to stay aligned and focused on value creation. Click here for the full episode.