People are often surprised to learn I have nine children. And that they’re all from the same amazing woman I’ve been married to for 24 years. Even more amazing is that she’s stayed in great shape, wakes with a smile each day and still greets us with a sense of love and humor.

Depending on what decade you grew up in, you will likely remember a time when picking up a phone to make a long-distance phone call was a big deal. A really big, expensive deal. Video was for the likes of Hollywood producers or home-movie aficionados, but it certainly was not a tool most businesses would have access to using. And the Internet, cell phones and tablet devices were the stuff of crazy science fiction and cartoon characters like The Jetsons.

At some point, the strategy is to execute.

While the CEO role as chief strategy decider gets much of the hype, it is the challenge of business execution that so often drives results – or not. And, sustained execution is a relationship game.

United State corporations lose half of their customers in five years, half of their employees in four years, and half of their investors in a matter of months Philip Kotler, Kotler on Marketing

Virtually every CEO is seeking growth.  The challenge is how to grow today in a way that does not undermine tomorrow’s growth?

If you have been kind enough to follow my blog, you will then know that I have talked about this phenomenon in the past. However, an article by John Kotter in the November 2012 issue of Harvard Business Review got me thinking deeply about the duality of organizations.

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