Strategy execution

What assumptions can you prove wrong today?

Choose a strategy-making method suited to your industry’s competitive conditions.

With so many management tools out there, from benchmarking to outsourcing, it's hard to decide which ones to try. To help executives make informed choices,...

Despite the enormous time and energy that goes into strategy development, many companies have little to show for their efforts. Indeed, research by the...

I’ve spent some of my professional life in strategy research and consulting organizations, where developing diagnostic frameworks on competition is the name of the game. But as comprehensive and complex as they are, these models are often unhelpful (or impenetrable) to front-line practitioners who might use them to improve day-to-day decisions and actions. In contrast, […]

2008 and several years preceding it will not go down in history as the best years for good decisions. While we did make a groundbreaking (and, so far it seems, pretty good) decision to elect a different kind of man as U.S. president, we have made a lot of bad ones, both individually and organizationally. […]

There's a big difference between having a top priority and being ready to act on it. Most of the "top priorities" of your organization have been roaming...

Leaders need to use more vivid imagery to communicate their vision for the future.

Teamwork and collaboration are critical to mission achievement in any organization that has to respond quickly to changing circumstances. My research...

Satisfied with doing good, too few foundations work strategically to do better.

Too often, organizations bring in outside firms to help, resulting in a smart plan but not the necessary means to execute it.

A simple know-think-do framework can work wonders.

Algorithms plus human stylists create recommendations to delight clients.

Over the past decade, business units have increasingly taken the role of strategy formulation away from corporate headquarters. The change makes sense:...

Don't overlook a useful pattern just because it isn't driven by a causal relationship.

Intermountain Healthcare holds more than 2,500 huddles every morning.

High-stakes projects need all-star teams. But all-stars often play by their own rules—and fight like cats and dogs.

First, how centralized should it be?

How Lear beat the odds.

You’ll often find solutions in adjacent industries, but success doesn’t come as easily as that.