How Leaders Mistake Execution for Strategy
Former Strategy& senior partner Ken Favaro explains to former s+b executive editor Paul Michelman that when leaders substitute visions, missions, purposes, plans, or goals for the real work of strategy, they send their firms adrift.
Related articles:
- We’re from Corporate and We’re Here to Help
- How Leaders Mistake Execution for Strategy (and Why That Damages Both)
THE STRATEGY+BUSINESS COLLECTION: THE EXECUTIVE GUIDE TO STRATEGY
Get “The Executive Guide to Strategy,” a compendium featuring our best thinking on creating and implementing the right strategy for your organization—with insights from top leaders including Capable Strategist author Ken Favaro, HBS Professor Cynthia Montgomery, strategy expert Ram Charan, and Kellogg School’s Mohanbir Sawhney.
To download, select your device:
Recommended stories
When leaders substitute visions, missions, purposes, plans, or goals for the real work of strategy, they send their firms adrift.
How to link where your company is headed with what it does best. See also “A Guide to Strategy through Execution.”
Many business leaders think they’d rather have great execution than superior strategies, but you can’t have the first without the second.
