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Turn Smart Strategy into Winning Performance 


You have a strategy for your business. On a grand scale, you--or your top management team--know what you want the company to accomplish. How do you make it all happen, and happen well? Consistently executing on strategy is one of the most common challenges companies face. This issue of Harvard Business Review OnPoint examines how turning strategy into reality requires a combination of leadership skills, culture, the ability to implement action plans, and the tenacity to follow through. Communicating the strategy, aligning resources, and clarifying decision rights go a long way toward achieving this goal. Dig deeper and you will learn about the kind of collaboration, risk tolerance, and scalable procedures that help make a company truly good at what it does, not just what it says it will do.
Includes: "Can You Say What Your Strategy Is?" by David J. Collis and Michael G. Rukstad; "The Chief Strategy Officer," by R. Timothy S. Breene, Paul F. Nunes, & Walter E. Shill; "The Failure-Tolerant Leader," by Richard Farson & Ralph Keyes; "Turn Great Strategy into Great Performance," by Michael C. Mankins & Richard Steele; "The Secrets to Successful Strategy Execution," by Gary L. Neilson, Karla L. Martin, & Elizabeth Powers; and "Building a Collaborative Enterprise," by Paul Adler, Charles Heckscher, & Laurence Prusak. You'll also find selected content from our website and newsletters.
Harvard Business Review OnPoints are single-theme collections of both classic and recent articles and blog posts written by some of the world's leading management scholars and practitioners. The editors of HBR handpick each article for its relevance and insight. To help busy managers quickly absorb and apply the concepts, these collections also include short summaries ("Article at a Glance"), plus suggestions for further reading. This issue focuses on strategy execution.

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