Kevin Ertell, founder of Mistere Advisory, veteran retail operator joins The Voice of Retail to discuss his new book, The Strategy Trap: Why Companies Fail at Execution and How to Get It Right. Kevin explains why execution—not ideas—is where most strategies break down, and shares practical insights from his career at Tower Records, Nike, and beyond, including his “Six Cs of Execution” framework for building alignment, focus, and momentum.
Why do smart strategies fail so often? According to Kevin Ertell, the problem isn’t a lack of ideas—it’s execution.
In this episode of The Voice of Retail, Michael LeBlanc sits down live in person at the NRF Big Show in New York in The Remarkable Retail Narvar podcasting studio with Kevin Ertell, founder of Mistere Advisory, veteran retail operator, and former Vice President of Global Retail at Nike. Kevin is also the author of the new book The Strategy Trap: Why Companies Fail at Execution and How to Get It Right, which draws on more than two decades of hands-on leadership experience across iconic retail brands including Tower Records, Borders, Sur La Table, and Nike.
Kevin explains how organizations fall into the “strategy trap”—a tendency to over-invest in ideas, decks, and executive alignment while underestimating the human and organizational work required to execute effectively. He argues that strategy should be treated as the first step of execution, not as a theoretical exercise completed before real work begins.
Using well-known retail case studies, including the failed transformation of JCPenney, Kevin illustrates how untested assumptions, poor internal alignment, and misunderstanding customer behavior can derail even bold strategies. Leaders often assume that communication equals understanding, when in reality teams fill in the gaps with their own interpretations—creating misalignment that only becomes visible once execution is underway.
The conversation introduces Kevin’s practical “Six Cs of Execution” framework. The first phase—co-creation, clarity, and capacity—focuses on setting the stage by involving the right people, defining priorities, and making space for execution. The second phase—communication, coordination, and coaching—highlights the role of active leadership in sustaining momentum and course-correcting as conditions change.
Kevin also shares actionable tools leaders can use immediately, including structured problem-definition sessions, force-ranking priorities, and creating safe environments where teams can challenge assumptions. He emphasizes that focus is a leadership discipline—and that trying to pursue too many initiatives at once almost guarantees failure.
For retail leaders navigating AI disruption, economic volatility, and shifting consumer expectations, this episode offers a clear, operator-led blueprint for escaping the strategy trap and turning strategy into results.