Ask most people what business they’re in and they’ll likely tell you what they do for a living. Some will define themselves by the product they produce or the services they provide, others will default to their job title or their role as a way of defining their business. The problem with these definitions is that they only make sense within a particular time frame and context.

the ceo magazine, strategy,
Dr Yahya Shakweh

A recent Harvard survey, of nearly 700 executives across a variety of industries concluded that very few top companies, less than 18%, can be rated very effective at either strategy or execution. Only 8% are very effective at both, while 63% were rated neutral or worse on at least one aspect.  According to this survey, very few companies have mastered the process of articulating and executing strategy; more than half of the companies who are effective in either strategy or execution are skilled in both strategy and execution. This suggests that strategist leaders who can develop compelling answers to fundamental strategic questions will probably gain skill at execution.  Likewise, leaders who can excel at implementing strategies will probably gain skill at strategy development.

the ceo magazine, vision statement,
John Dowling

A vision without value is a pipe dream.  Let’s examine some real life success stories as examples of what value has meant to these successful visionary ideas.



Follow The Blog

   Email * 
Subscribe to Syndicate

Blog Categories

Blog Authors