Abstract
Pinpoints strategy implementations as a most important part of company practice. Lists out a number of implementation pitfalls that are deeper in effect than others: strategic inertia; lack of stakeholder commitment; strategic drift; strategic dilution; strategic isolation; failure to understand progress; initiative fatigue; impatience; and not celebrating success. States that strategy must drive planning. Unfortunately, in too many companies it does not. Closes by stating the task of creating and implementing strategy is not for the faint‐hearted.
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