You have Strategy, but your execution Sucks. Because...
HBR dives into " Why Strategy Execution Unravels, and What to Do About It " - it's an ongoing project that has already covered 9 years, 40 experiments, 250 companies, and 4000 managers, and basically points out that a lot of the received wisdom on how to Execute on Strategy is, well, bullshit. I strongly urge you to read the whole thing, but the TL;DR is basically the following We Rool, You Suck : Individual teams (silos / business-units / whatever) can get very good at executing on Teh Strategy, but co-ordination across these units tends to suck. A lot. For all the usual reasons... Ignore von Moltke (**) : Once Teh Strategy is in place, companies feel honor bound to stick to it, at all costs, and lack the agility to deviate based upon circumstances. Speaking == Understanding : Management assumes that because they have explained Teh Strategy, everybody has understood, and internalized it. Which, as it turns out, couldn't be further from the truth A Playe...