CHAPTER TWELVE

THE CAPABLE LEADER

In this book, we’ve made the case for coherence as the essential advantage of your company. We’ve illuminated the importance of mindfully choosing a way to play that is backed by a competitively differentiating and mutually reinforcing system of capabilities. And we’ve illustrated how companies align their product and service fit to these elements to create and sustain the right to win. We’ve looked at the process for a capabilities-driven strategy, the organizational changes that enable that strategy, and the approach you can take to growth, acquisitions, and expenses. There is one final ingredient critical to your success: your own coherent leadership.

One of our models of coherent leadership is former Procter ...

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