Archive · 4 Oct 2026
Business leaders say shifting priorities, systems—not talent—hinder execution
Business leaders were asked what makes it hard for organisations to get things done.
Most said the problem is changing priorities, not a shortage of talented people.
Many also said their systems and ways of working do not keep up.
When companies bring in new technology or AI, leaders said they often underestimate how much help people need to adapt.
Some also pointed to the skills needed to use the technology well.
Leaders think outdated ways of working could make it difficult for a company to grow quickly.
They did not see slow decisions as a problem right now.
But some expect culture and teamwork to become harder as organisations grow.
In a survey, 59% of senior business leaders named changing priorities and shifting requirements as the biggest obstacle to execution.
Another 36% cited processes, systems or ways of working that have not kept pace; 5% cited a lack of capabilities or talent.
Half of leaders said organisations most often underestimate change-management effort in technology, AI or transformation projects.
If their organisation had to double in size within three years, 41% expected operating models, processes and systems to be the biggest constraint.
No leader cited slow decision-making as a current execution obstacle, though 36% expected culture, alignment and decision-making to constrain rapid growth.
- Who
- Senior business leaders surveyed by Biz Staffing Comrade, with insights from an executive masterclass involving senior HR leaders.
- What
- Survey findings identify shifting priorities, outdated processes and change-management challenges as obstacles to execution and growth.
- When
- The survey was released Friday, 2 October; the year is not specified.
- Where
- The articles do not specify a location.
- Why
- The findings examine what makes it difficult for organisations to execute priorities, adopt technology and grow.
- Biggest execution obstacle
- 59% cited changing priorities and shifting business requirements.
- Outdated processes and systems
- 36% cited processes, systems or ways of working that have not kept pace.
- Talent as an obstacle
- 5% cited a lack of the right capabilities or talent.
- Underestimated technology investment factor
- 50% named change-management effort.
- Projected growth constraint
- 41% named the operating model, processes and systems as the biggest constraint to doubling in size within three years.
- Other projected growth constraints
- 36% named culture, alignment and decision-making; 14% cited critical talent and 9% leadership capacity.
- Slow decision-making
- No surveyed leader cited it as a current execution problem.