There’s a big difference between talking strategy and actually making it happen. Most of us know we should be planning ahead, setting goals, and all that jazz, but life—especially in business—tends to derail even the best-laid plans. Sitting across from Geoff Smith, the founder of Dynamic Business Strategy, I saw this hard truth in a new light. Geoff didn’t just talk about strategy; he talked about what goes wrong and how to fix it. This guy isn’t here to impress anyone with a checklist—he’s here to help people actually get results.
Geoff’s been around the block. He’s spent over 30 years as a finance executive before going out on his own as a business strategist. In his own words, “I got tired of watching people spend months on strategy only to put it on a shelf until the next year.” And he’s right. Too many companies put all their effort into building a shiny plan, then get swept up in the daily grind and never follow through. Geoff knows this world, and he’s got the scars to prove it.
Let’s dig into the two biggest lessons from our talk—lessons that could save you a lot of time, effort, and frustration.
The “Shelf Syndrome”: Why Good Strategies Go Nowhere
Most businesses pour endless hours into making big, impressive strategies that never see the light of day. Geoff calls this “Shelf Syndrome.” The strategy looks perfect, it’s well-structured, and the boardroom applauds, but then—boom—it goes right on the shelf. This happens because day-to-day operations, or what Geoff calls the “whirlwind,” pull everyone back in, leaving strategy to gather dust until the next year’s planning session. It’s a vicious cycle and it keeps businesses from moving forward.
In our conversation, Geoff laid out the core issue, saying, “Execution is where most businesses fail—not in the planning stage.” He’s seen companies with crystal-clear visions and detailed plans struggle to make those plans a reality because they don’t know how to integrate them into their daily operations. You’d think a CEO would prioritize execution, but it’s harder than it sounds when you’re in the thick of it.
Key Takeaways from Our Discussion:
- It’s Not Enough to Plan—You Have to Carve Out Time for Execution: Strategy doesn’t mean a thing if it sits on a shelf. Geoff advises setting aside time without meetings, specifically for strategic work.
- Break the “Whirlwind” Cycle: It’s easy to get caught up in daily operations, but that “whirlwind” is exactly what kills long-term strategy. To counter it, build in blocks of uninterrupted time to make real progress.
- Delegation is Key: Don’t be the bottleneck. Trust your team to handle the details so you can stay focused on what really matters—moving the business forward.
Buying Growth: How to Use Acquisition as a Strategic Tool
If you’ve ever thought about expanding through acquisition but felt like it’s too complex or risky, Geoff’s got a few things to say. He’s all about using acquisition as a tool to bring in new resources or enter new markets—but only if it’s done right. There’s nothing glamorous about buying a company if you don’t know how to make it work after the papers are signed.
“People think acquisition is just a purchase, but it’s really just another branch of strategy. You have to plan integration before you even make an offer.” If you’re not thinking about how a new business fits into yours before you close the deal, you’re asking for trouble. And yet, that’s what many companies do—they buy, they celebrate, and then they’re left scratching their heads when things fall apart.
What I Learned from His Experience:
- Due Diligence is More Than Just Paperwork: “Due diligence isn’t just legal and financial—it’s about understanding how this new piece fits into your puzzle,” Geoff says. Before you buy, you need to plan for the day after you own it.
- Integration Isn’t an Afterthought: Geoff pointed out that without a plan for integration, you’re just adding complexity, not value. And it doesn’t happen overnight. Start with clear integration goals before you even buy.
- Get Expert Help: Having someone focused solely on acquisition and integration, especially in a fractional or consultant role, can make all the difference. An outsider can stay focused while your core team handles day-to-day operations.
Reflections from the Interview
Talking to Geoff made me rethink what it really takes to move a business forward. It’s not about grand plans or a quick acquisition. It’s about making sure every step has a purpose and that you’re actually following through. Geoff’s take on execution and acquisition isn’t flashy, but it’s exactly what most businesses need to hear.
Here’s What I’m Taking Away:
- Systems Over Goals: Having systems in place to achieve your goals beats the goals themselves. Geoff stresses that reaching milestones is more about process than just setting an end target.
- Small Wins Matter: “Goals should be like rungs on a ladder,” Geoff says. They need to be close enough to keep you motivated. Otherwise, they just feel out of reach.
- Measure What Matters: Not every metric tells the right story. Geoff pointed out that focusing on profitability over revenue, or customer retention over acquisition, can make a massive difference.
- Accountability Drives Results: Having an accountability partner, whether a coach or a strategic advisor, can keep you from slipping into the “whirlwind.”
- Value Your Exit Strategy: Start with the end in mind. Geoff advises thinking about your exit from day one—whether that’s a sale, retirement, or passing the business on. This shapes how you manage everything along the way.
Final Thoughts
Success in business doesn’t come from the perfect plan, and it definitely doesn’t come from grand gestures. It’s all about showing up, day in and day out, for the work that actually matters. Talking with Geoff made it clear that strategy isn’t a one-time thing you check off your list—it’s an ongoing effort that you have to prioritize, or it just won’t happen.
If you’re like me, maybe you’re looking for that edge, that next level to break out of a rut or reach a goal. Geoff’s insights taught me that the real “edge” is consistency—sticking to the systems, the accountability, and keeping your focus on the things that move the needle.
CONNECT WITH GEOFF SMITH:
Website:https://sites.google.com/dynamicstrategyllc.com/dynamicstrategyllc-com
LinkedIn:https://www.linkedin.com/in/smithgeoff/
Email: geoff.smith@dynamicstrategyllc.com