Formulating and Delivering Strategy

As part of the 2025 Executive Leadership Programme (ELP), delivered in partnership with the University of Edinburgh Business School, we explored one of the most critical aspects of leadership: setting a clear organisational goal and developing a robust, measurable strategy to achieve it.

Chaired by Dr Winston Kwon, Senior Lecturer in Strategy and Social Innovation at the University of Edinburgh Business School, the evening featured an in-depth case study from Euan Sutherland, Chief Executive Officer, and Alison Gowen, Chief People Officer, at AG Barr plc.

The Science of Strategy

Winston opened the evening by unpacking the fundamentals of strategic thinking. He challenged delegates to distinguish between activities (replicable tasks) and capabilities, which are deeply embedded competencies that create sustainable advantage.

“Activities can be copied easily,” Winston explained. “If your competitor can spend some money and do the same thing in six months, it’s an activity. But if it would take them six years and they still can’t get it right, that’s a capability.”

He also introduced the concept of organisational ambidexterity: the ability to balance exploitation (optimising current operations) with exploration (pursuing innovation and new opportunities).

“The whole point is not that you do one or the other,” Winston said. “You actually have to balance both forces at the same time to maintain a healthy, robust organisation.”

AG Barr: Strategy in Action

The spotlight then turned to AG Barr, the iconic UK beverage company behind Irn-Bru and Rubicon. Euan and Alison shared candid insights into the company’s transformation journey and its ambitious “Dare to Double” goal: growing revenues from £420m to £800m by 2030.

Key Strategic Challenges:

• Core vs. New Growth: 96% of AG Barr’s business remains in traditional soft drinks, a category under increasing health scrutiny.
• Complexity vs. Agility: As a multi-brand, end-to-end manufacturer, AG Barr must simplify operations and accelerate innovation.
• External Pressures: Regulatory changes, health agendas, and disruptive new entrants demand speed and adaptability.

Euan outlined AG Barr’s 5-4-3-2-1 strategy:

• Five Growth Platforms: Core brand expansion, execution excellence, supply chain leverage, M&A, and innovation.
• Four Enablers: Governance, talent development, capital investment, and organisational simplicity.
• Three Performance Drivers: Distribution, rate of sale, and productivity.
• Two Non-Negotiables: Great taste and great value.
• One Goal: Double the business by 2030.

Innovation now sits at the heart of AG Barr’s playbook, with rapid product development cycles, partnerships, and ventures into functional hydration, powders, and plant-based beverages.

“We need to supercharge innovation,” Euan said. “The pace of change is faster than ever – AI, consumer trends, new entrants. If we don’t move quickly, we’ll be left behind.”

Culture as a Catalyst

Alison emphasised that culture underpins strategy.

“You can have the best strategy in the world,” she said, “but if you don’t have a culture that gets behind it, you’re not going to deliver it.”

AG Barr is moving from a relationship-driven, cautious organisation to a performance-focused, accountable leadership model. Initiatives include:

• Simplified performance frameworks with quarterly check-ins
• Leadership development programmes defining new expectations
• Engagement metrics measuring energy and mindset
• Incentives like uncapped bonuses tied to business growth

“Without a plan, it’s just a wish,” Alison reminded delegates. “To achieve something different, we have to do something different.”

From Theory to Practice

The evening concluded with a dynamic boardroom simulation in which delegates pitched strategic recommendations to AG Barr’s leadership. Ideas ranged from innovation incubators and strategic partnerships to leveraging heritage while embracing health trends. The discussion highlighted the complexity of balancing short-term performance with long-term transformation – a challenge shared across industries.

If you are interested in joining our 2026 cohort, please email us at elp@fwbltd.com.

Jointly run by FWB and the University of Edinburgh Business School (UEBS), the Executive Leadership Programme is designed to enable the next generation of leaders across multiple ownership classes or organisations within a broad range of private, public and non-profit sectors.