In today’s corporate landscape, optics often precede outcomes, especially in technology-led transformations. Announcements of new platforms, AI-powered strategies, or “digital-first” pledges frequently come long before the underlying infrastructure to support them. That was Ted’s reality as the chief growth officer at a global bank when his CEO unveiled a high-profile “AI-Powered Growth Strategy” positioned as a bold leap forward. 

The announcement made headlines and thrilled investors, but behind the scenes, the organization wasn’t prepared. Ted was given a skeletal team of two direct reports, a patchwork of third-party tools, and the mandate to partner with five global banking divisions serving more than 500 employees. He was expected to turn the AI vision into reality with little structural support.

This tension is common—and survivable. Leaders who maintain credibility don’t scrap such pledges or decry them. Instead, they manage the gap between promise and proof. A well-intentioned CEO may launch an initiative to signal innovation, but when systems or skills lag, ambition can outpace execution.

We—Jenny, as an executive adviser and learning & development expert, and Kathryn, as an executive coach and keynote speaker—have identified five strategies to help executive teams navigate these moments with integrity and strategic foresight, especially when the initiative is more symbolic than substantive in its early stages.

In the early stages of transformation, perception often outpaces progress. Stakeholders want visible proof that change is real. McKinsey found that 70% of digital transformations fail to meet their intended outcomes because senior executives either overpromise or........

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