Many B2B growth strategies fail not because the ambition is wrong but because critical decisions are avoided or deferred. This abstract explores why B2B growth strategy breaks down at the point of execution; how decision avoidance shows up across marketing, sales, product, and finance; and what distinguishes decision‑driven growth strategies from alignment theater. It argues that effective B2B growth execution depends on explicit choices, clear trade-offs, and shared ownership across the leadership team — not additional frameworks or planning artifacts.

Growth strategies don’t usually fail because they’re wrong. They fail because leaders never make, or never finish, the decisions that strategy demands.

Instead of choosing how the company wants to grow (anchored in explicit customer and segment choices), where to place real bets, and what to stop doing, teams default to alignment theater. Everyone agrees. Nothing changes. Execution quietly absorbs the cost.

That pattern shows up everywhere.…