We call these initiatives “micro-battles” and believe they are a powerful tool for fighting back against the complexity that slows..
According to a global survey of 700 executives across a variety of industries conducted by Strategy&, only 8% of company leaders were said..
Executives say that they lose 40% of their strategy’s potential value to breakdowns in execution.
In strategy development, complexity is unavoidable. But when it comes to execution, complexity kills.
Many strategy execution processes fail because the firm does not have something worth executing.
The widely accepted view that strategy and execution are separable activities sets companies up for failure in a fast-paced world.
Most companies have articulated their purpose — the reason they exist. But very few have made that purpose a reality for..
Savvy leaders whose strategies succeed tend to focus on four implementation imperatives.
Putting strategy into practice is notoriously difficult. In particular, there are four core tensions that leaders need to balance.
A growing number of companies have moved away from performance rankings and are building a stronger culture of collaboration in which empl..