Why Nigerian Companies Must Fix Execution Problems Before Setting 2027 Targets
As Nigerian companies prepare their 2027 plans, revising targets may not be enough. PwC survey findings show that many CEOs are confident about growth, yet concerned about keeping pace with technology. Few say their organisations are rapidly testing ideas with customers or end users. A key distinction is between reviewing performance and reviewing execution. Knowing that a project was delayed or a target missed does not explain how decision-making, unclear responsibilities, conflicting incentives or unresolved disagreements contributed to the result. Before setting new goals, companies should examine recurring obstacles from the previous year. For example, if projects repeatedly needed the CEO to settle routine cross-department decisions, leaders should ask why those decisions could not be made earlier. Management meetings should also lead to decisions, not just repeated updates and action trackers. A more predictable economic environment may offer businesses fresh opportunities, but taking advantage of them depends on how well organisations operate. Carrying the same unresolved problems into January could leave companies with new targets but familiar results.
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