Organizations frequently misdiagnose execution problems as strategy failures, leading to costly pivots that don't address underlying operational breakdowns. Through multi-contextual research, this study identifies "execution drift" as the gradual loss of coherence between strategy, operations, and innovation. This drift causes performance declines that leaders mistakenly attribute to flawed strategy rather than execution fragility. This article develops Strategic Commitment Loop (SCL), enabling organizations to absorb external changes, align internal capabilities, and renew execution rhythms before drift undermines performance. Four practices are recommended: embedding execution feedback into strategic decisions, auditing legacy assumptions, reconnecting innovation with operations, and institutionalizing renewal cadences.