Walk into any strategy meeting and you’ll likely hear a long list of great ideas: new client initiatives, marketing plans, system upgrades, and new product ideas. Yet months later, many of those plans remain just that. Plans.

This isn’t just a print industry problem – it’s a business-wide epidemic. Execution is where ambition dies.

So, who is getting it right?

Bees.

A beehive doesn’t need a project manager to chase deadlines or a whiteboard to track priorities. It just works. Every member plays their role. Every task gets done. Every decision supports the survival of the hive.

As a family business accountant and CFO with experience guiding print businesses through complex financial landscapes, I’ve learnt that businesses can achieve a similar level of focused execution when they align roles, processes, and financial strategies.

If your business struggles to move from planning to doing, here’s what the beehive can teach you about creating a team – and a culture – that executes with purpose.

1. Structure by function, not ego

In a hive, each bee’s job is determined by what the colony needs and what the bee is suited for – not by hierarchy or entitlement. Young bees tend the larvae, while older bees forage. Every role serves the mission.

Forget bloated organisational charts and vague job titles. Build a team structure around real functions – production, finance, sales, customer experience, and cash flow management. Make sure every person knows what they own and hold them accountable to achieving the agreed outcome.

Execution flows when individuals are given real responsibilities, the resources to execute, and are held accountable for their performance. Don’t waste your time on fancy committees that don’t have a clear line of responsibility and accountability.

2. Empower decisions at the right level and foster accountability

When bees decide where to build a new hive, they don’t wait for one leader. Scout bees collect information, share it with others, and gradually build consensus. It’s smart, adaptive, and fast.

If every decision flows through the owner, execution will always bottleneck. Delegate real authority to the right people – and trust them to act. Train them to know when to escalate and when to run with it.

Execution needs trust, not control.

3. Make action and communication part of culture, not motivation

Bees don’t need a Monday morning pep talk. Their environment and instincts drive them to work. In business, motivation is useful – but unreliable. Systems are better.

Build a culture of doing by embedding execution into routines:

• Weekly stand-ups with clear goals
• Shared progress boards or dashboards
• Regular accountability check-ins
• Remove distractions

Don’t wait for people to feel inspired – build a system that demands progress.

4. Build redundancy – not dependence

No hive depends on a single bee. Likewise, your business shouldn’t rely on one “key person” for operations, financial knowledge, or client relationships.

Cross train your staff, document processes clearly, prepare successors for every leadership role – even yours.

5. Think of advisors as scout bees

Scout bees explore beyond the hive, returning with insights and direction. That’s what the right advisors do for your business: they offer external perspective, reduce blind spots, and help navigate change.

Build a strong network of advisors, starting with your accountant and finance team.

6. Stop overthinking and start executing

The hive thrives because it’s built for action. There’s no confusion, no committee paralysis, no half-finished projects. Everything serves the mission, and every bee plays their part.

Your business might not buzz like a hive, but it can run with the same clarity and ability to execute. Structure your teams right, give your people the tools and authority to act, and build habits that make progress non-negotiable.

Because in business, results come to those who can get things done.

Andrew Ash is a business advisor, fractional CFO, and tax agent. He can be contacted at  aash@belefonte.com.au or 0412 055 814.

This article was first published in the June issue of ProPrint magazine. Read the original article here.

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