Most industrial strategies fail in the same place. Not in the analysis, and not in the ambition, but in the distance between an approved plan and an institution capable of executing it.
A strategy assigns targets. Delivery requires something narrower and harder: named owners, sequenced decisions, a project pipeline with real budgets, and a governance rhythm that surfaces problems while they are still small. Those are institutional capabilities, and they are rarely designed at the same time as the strategy that depends on them.
This is why we treat delivery capacity as part of strategy work rather than a follow-on phase. When we work with a ministry on industrial transformation, the diagnostic covers project planning practice, execution discipline, monitoring, and governance alongside the sector analysis. The design that follows has to be carried by the institution that exists, with a credible path to the institution it needs to become.
The practical test is simple. Six months after a strategy is approved, can the institution tell you which projects are moving, which are blocked, who owns the blockage, and what decision would clear it? If not, the constraint was never the plan.