How do we take the objectives and strategy from the CEO and build the overall operations and structure. cascading it down into projects, processes , systems , roles, data and communication structure?

Most CEOs accidentally kill execution by pushing too many priorities at once. I used to work with a CEO who dropped 20 new ideas every week... maybe 1 ever shipped. They blamed the team’s execution. But it was the CEO creating the drag. Too many priorities pushed through the business = downstream chaos. Work piles up, deadlines get missed, and nothing moves. The fix: Shift from a Push to a Pull System. Here’s how it works (see image attached below 👇): - Central Backlog: Every idea gets logged in one place. No exceptions. The CEO can dump 100+ ideas here if they want—that's the funnel. - Weekly Approval: Only 3–5 items get greenlit per week. The CEO sets what matters. Not when it starts. - Team Pulls Work: No work starts unless the team has bandwidth. No pushing “just one more” thing mid-week. Execution becomes a team responsibility—not a reaction to leadership chaos. - Fixed Pipeline: Each idea moves through a simple flow: Backlog → Approved → In Progress → Proofing → Live. Once something starts, it must finish. No hopping between half-baked tasks. Since installing this: ✅ Execution speed doubled ✅ Unfinished tasks dropped by 95% ✅ We published 3x more with less stress This works across: → Content – Log ideas anytime. Team pulls & ships without overload. → Product – Focus on 5 features 100% done, not 100 at 5%. → Client Work – Only accept what can be delivered on time. → Sales – Sequence campaigns + assets without killing momentum. Common Mistakes to Avoid: ❌ Overriding the pull system ❌ Vague, one-line backlog ideas ❌ No weekly rhythm or dashboard Your job as CEO: set the priority. Your team’s job: control the pace. When you stop pushing—and let the team pull— You protect your execution, your clarity, and your culture.