Skip to content Skip to navigation

/ Spring 2017 / Issue 86

A Guide to Strategy through Execution

How to get the strategists and implementers in your company to work together effectively. For more insight, read “10 Principles of Strategy through Execution.”

February 13, 2017

Recommended stories

10 Principles of Strategy through Execution

How to link where your company is headed with what it does best. See also “A Guide to Strategy through Execution.”

by Ivan de Souza, Richard Kauffeld, and David van Oss

Strategy or Execution: Which Is More Important?

Many business leaders think they’d rather have great execution than superior strategies, but you can’t have the first without the second.

by Ken Favaro

Putting Strategy into Practice

Celebrating a “must-read” concept, based on data from thousands of companies: Information flow and decision rights are integral parts of the strategic process.

by Thomas A. Stewart

Trending articles

1.The five new foundational qualities of effective leadership
CEO succession planning has never been harder. But there are questions leaders can ask today to help better prepare for tomorrow.
2.10 principles of organization design
These fundamental guidelines, drawn from experience, can help you reshape your organization to fit your business strategy. See also “A guide to organization design.”
3.Using neuroscience to make feedback work and feel better
Research shows that using feedback is how organisms — and organizations — stay alive. Here’s how leaders can make the most of the anxiety-producing process.
4.A tale of two ways to think about climate change
A sweeping philosophical history reveals two groups at odds on the relationship between nature and the economy.
5.The four qualities of resilient teams
A new book examines successful teamwork in the digital age.

Sign up for newsletters Sign up for the digital issue

Follow s+b on LinkedIn Follow s+b on X Follow s+b on Facebook Gets updates via RSS s+b on the Apple App store s+b on the Google Play store

©2025 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Strategy+business is published by certain member firms of the PwC network. Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. Mentions of Strategy& refer to the global team of practical strategists that is integrated within the PwC network of firms. For more about Strategy&, see www.strategyand.pwc.com. No reproduction is permitted in whole or part without written permission of PwC. “Strategy+business” is a trademark of PwC.