Strategy execution processes often fail because many of so-called strategies are in fact goals aka "We want to be the number one or number two in all the markets in which we operate” while others may represent a couple of the firm’s priorities and choices. Neither tell you what you are going to do nor do they not form a coherent strategy when considered in conjunction.
Instead, make sure you:-\
1. Communicate your logic
2. Maintain bottom-up internal experimentation and selection processes while simultaneously maintaining top-driven strategic intent
3. Let selection happen organically
4. Make change your default
Find out more from Harvard Business Review’s article.
