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3G Method · The Three Gaps

Diagnose before you prescribe.

The 3G Method is LIDERYA's own method to identify why a strategy or a technology project is not moving as promised, before investing in the wrong solution.

Request a diagnosticRead the three gaps

The method at a glance

Diagnostic
Three gaps: Direction, Capacity and Execution.
Lens
How a project is read and where to intervene is decided.
Chain
Vision, objectives, key results, initiatives and commitments.

The problem

Strategy does not produce resultson its own.

The real challenge is turning it into execution. Organizations lose momentum when their objectives do not translate into clear priorities, technologically viable initiatives and verifiable results. We call that distance the gap between strategy and execution.

Do you recognize any of these signals?

  • Delays and cost overruns that are detected too late.
  • Shifting scope and priorities that compete with each other.
  • A disconnect between leadership, business areas and technical teams.
  • Pending decisions that block progress.
  • Reports that show activity but do not let you verify real progress.
  • Technology investments without a clear connection to business objectives.

If you recognize two or more, it is worth measuring your gaps before investing in another tool.

Assess my gaps

The thesis

Technology projects do not fail for lack of talent or budget.They fail in the distance between what leadership expects and what the team delivers.

That distance does not have a single cause. Sometimes leadership does not share where to go. Sometimes it knows what it wants, but lacks the real capacity to deliver it. And sometimes it has both, but lacks the discipline of every week.

Each cause calls for a different answer. That is why the method starts with a question, not a proposal: what is your project's main gap?

Read the essay “Diagnose before you prescribe: the Three Gaps Model”

The model

The Three Gaps Model.

Every organization that fails to execute faces at least one of three gaps. Explore them and recognize yours.

Direction Gap01

“The organization does not know where to go.”

Common signals

  • Priorities that change every month depending on the urgency of the moment.
  • A strategic plan that lives in a slide deck and not in day-to-day operations.
  • Leaders who interpret the vision differently.

How we close it

ICEBERG Program · Leadership alignment

We do not hand over documents. We install a new way of executing.

See how leadership gets aligned

In depth

What each gap is, how to recognize it and what closes it.

The gaps are not mutually exclusive: a project can have all three. But there is almost always one that holds back the others, and that is where it pays to start.

Direction Gap

The organization does not know where to go.

The project has no shared direction. Or, more often, every leader believes they know where it is going, but each understands something different. Without that clarity, technology, follow-up and effort pull in different directions.

The central question

Is it clear what result the project must produce, and who decides?

Signals

  • Priorities that change every month depending on the urgency of the moment.
  • A strategic plan that lives in a slide deck and not in day-to-day operations.
  • Leaders who interpret the vision differently.

The common mistake

Buying a tool to organize what has not been decided yet. Software only automates the confusion.

What closes it

It is closed with a well-run leadership conversation: business objective, priority scope, success criteria and a sponsor who decides in time.

How it is closed: ICEBERG Program · Leadership alignmentWe do not hand over documents. We install a new way of executing.See how leadership gets aligned

Capacity Gap

It knows what to do, but lacks the technology or the team it needs.

The organization knows what it needs, but it is unclear whether it has the people, the time, the vendors or the architecture to achieve it. The promise is bigger than the real capacity to deliver.

The central question

Are the people, the time and the conditions in place to deliver what was promised?

Signals

  • Strategic initiatives stalled for lack of tools or talent.
  • Critical processes that depend on spreadsheets and manual effort.
  • Technology projects that are not connected to business objectives.

The common mistake

Committing to dates without reviewing resources or dependencies. What is promised is what is wished for, not what can be delivered.

What closes it

It is closed with a realistic reading of capacity: visible constraints and dependencies, explicit assumptions and a plan that reflects the real resources.

How it is closed: ICEBERG Program · Technology capabilityTechnology only when it moves a measurable objective, and always governed.See how capability is assessed

Execution Gap

There is a strategy and capability, but no discipline to execute it.

There is direction and there is capacity, but the work does not turn into deliverables that can be verified. The plan is approved and then fades into each week's urgency.

The central question

Does the work turn into deliverables that can be verified?

Signals

  • Follow-up meetings that do not end in concrete commitments.
  • Progress reported without evidence, and surprises at quarter close.
  • Busy teams that cannot see how their work moves the strategy.

The common mistake

Asking for more effort or more reports. The problem is not the team's willingness, but the lack of a rhythm that makes progress visible.

What closes it

It is closed by installing a weekly follow-up rhythm: commitments with an owner and a date, evidence before anything is marked as done, and meetings that end in agreements.

How it is closed: ICEBERG Program · LIDERYA PlatformIt does not manage tasks. It manages commitment, alignment and results.See the Control Center

The lens

The three G's: the lens for reading a project.

The diagnostic identifies the gap. The method organizes how it is worked on. The three G's are not phases you go through once, but dimensions that are assessed and strengthened together.

Direction

Do we know where we are going, and do we all understand it the same way?

Business objective, priorities and success criteria shared by those who decide.

Capacity

Do we have what it takes to get there?

People, time, vendors and architecture serving the objective, not the other way around.

Execution

Do we sustain it every week?

Follow-up discipline, verifiable commitments and evidence.

What the method brings

  1. Names the dominant gap

    Almost always one of the three weighs more than the others. That one is tackled first.

  2. Turns findings into decisions

    Every finding ends in a decision with an owner and a date, not in an observation.

  3. Leaves a rhythm in place

    The weekly review becomes the client's, not LIDERYA's.

How information is classified

A serious diagnostic separates what is known from what is believed.

Observed fact
What was seen or verified.
Stated data
What someone claims, unverified.
Assumption to validate
What is taken as true before it is.

The chain

From the vision to this week's commitment.

A project gets executed when every link is connected to the one before it. If one breaks, the effort continues, but it stops moving the result.

How LIDERYA Platform sustains it

  1. Vision

    Where the organization is going. Just one, understood the same way by everyone.

    In your project: The business result that justifies the project

  2. Strategic objective

    What must be true to get closer to the vision. Few, each with an owner.

    In your project: Milestone

  3. Key results

    How we will know the objective is moving. Measurable, with no room for interpretation.

    In your project: Acceptance criterion

  4. Initiatives

    What we will do to move each key result.

    In your project: Deliverable or work package

  5. Commitments

    What each person will do this week, with evidence of completion.

    In your project: The week's commitment, with QA or UAT proof

ICEBERG Program

The method becomes work in the ICEBERG Program.

The program applies the 3G Method to critical technology initiatives and leaves in place the rhythm to sustain them. Twelve weeks, four stages.

  1. Weeks 1 and 2

    Diagnostic

    Interviews, a reading with the 3G Method and an executive report with risks, blockers and pending decisions.

  2. Weeks 3 and 4

    Alignment

    Objective, priority scope, acceptance criteria, roles and decision rights agreed.

  3. Weeks 5 to 10

    Execution governance

    Weekly review with evidence, blockers and decisions, supported by LIDERYA Platform.

  4. Weeks 11 and 12

    Stabilization and transfer

    Measurement against the baseline and a closing report. The rhythm passes to the client's team.

The 12-week ICEBERG ProgramTalk to an expert about the program

Convictions

At LIDERYA, we believe that…

  1. A strategy without execution is only an intention.

  2. Technology without purpose only automates disorder.

  3. People deliver results when they understand how their work contributes to the vision.

  4. Discipline beats urgency.

  5. Execution must be visible, measurable and sustainable.

  6. Sustainable organizations build capabilities, not dependencies.

Frequently asked questions

Questions about the method.

Who leads the diagnostic: Alejandro Marroquín

What is the 3G Method?

The 3G Method is LIDERYA's own method to diagnose why a strategy or a technology project is not reaching its result. It assesses three gaps, Direction, Capacity and Execution, and identifies which one holds back the others before proposing an intervention.

Why do strategies fail?

Rarely for lack of talent or budget. They fail in the distance between what leadership expects and what the team delivers: because there is no shared direction, because there is not enough real capacity to deliver what was promised, or because the weekly discipline that turns the plan into verifiable deliverables is missing.

How do you close the gap between strategy and execution?

First, the dominant gap is named. Then every finding becomes a decision with an owner and a date, and a weekly follow-up rhythm with evidence is installed. At LIDERYA this happens within the ICEBERG Program, with LIDERYA Platform as the control center.

How do you track strategic objectives?

By connecting every weekly commitment to an objective and a key result, requiring evidence before marking progress as done, and reviewing it in a meeting that ends in agreements. The chain of vision, objectives, key results, initiatives and commitments makes it visible.

Can I measure my gaps before talking to LIDERYA?

Yes. The online assessment of the three gaps takes about 10 minutes and instantly gives you a reading of Direction, Capacity and Execution, which you can review in a free 45-minute diagnostic.

Keep thinking

Before executing a strategy, you have to know what it is.

The Direction Gap often starts by confusing strategy with a list of goals. This public reference (in Spanish) summarizes Michael Porter's idea of what a strategy is, and what it is not.

Essay · MethodDiagnose before you prescribe: the Three Gaps Model

Third-party reference video; not a LIDERYA production.

Close the gap between strategy and results. Everything else exists to fulfill that purpose.
LIDERYA purpose

Primer paso

Where is your project stalling?

Twelve questions, 10 minutes. You instantly get your reading of Direction, Capacity and Execution, and you can review it in a free 45-minute diagnostic.

Request a diagnosticSchedule a diagnostic