“The vast majority of strategic initiatives never succeed.”
“Organizations fail not because they have the wrong strategy but because they do not execute the strategy properly.”
Statements like these have been repeated so often they have become conventional wisdom. An entire industry of management consultants exists to help companies define the right strategy so that they won’t fail. Yet failure, or at least muddling through, is still much, much more common than outright success (Worley, Williams, and Lawler, 2014).
This book is about how to use analysis to improve both strategy execution and organizational effectiveness, including the investment decisions made through the annual ...