We have just completed some interesting work for a Senior Exec with world leader in Internet technology. One of their VP's had a project which was just not getting the focus it deserved. The other Board members where either disinterested or distracted by their own agendas to pay more than lip service. They all said they were in support, but their agreed actions went undone as other activities were given higher priority.
This is not an uncommon scenario, and one which we have tackled many times before.
In large companies (and small) there is rarely agreement on everything that needs to be done. As with any group, Senior managers cannot just demand the support of their peers. They need to sell their ideas to garner support. It doesn't matter how 'senior' you are, you have to sell; to constantly communicate and reinforce your project's messages and its value to other groups and their heads. It is no coincidence that many of the most successful corporate managers would be classed as great at 'selling their ideas' and 'politically astute'.
Our advice helped to identify where the issues lay, to recognise supporters and objectors. Rather than ignoring the elephant in the room, we said "embrace it". We helped to draft a new presentation of the project which engaged the issues directly and drew a much more considered, decisive, practical and measurable action plan that worked.