For many organizations, strategy (the "why we're going to do what we're doing") is one of those mysterious, behind-closed-doors activities conducted annually by a small group of senior leaders. It's viewed as a superior mental and managerial activity.

In contrast, tactics (the "how we're going to do what we're supposed to do" - the execution element) is typically thought of as the grunt work, relegated to and performed by the rest of the organization.

Nothing could be more incongruous.

  • It shouldn't surprise anyone, then, that less than 10 percent of all well-formulated strategies are successfully executed.

Strategy forumation (selecting the right long-term objectives and envisioning a way to get there) -- AND consistent execution -- are the greatest sets of skills any organization can develop. And, successful companies need BOTH skills.

Most management consultants and business coaches focus on the easier of the two (strategy).

It's time to seek out an alternative - one that focuses on the much harder of the two (execution).
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