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MAKING STRATEGY A CONTINUAL PROCESS

IN CHAPTER 1, WE NOTED HOW MOST COMPANIES ENCOUNTER serious difficulties when implementing strategy. Our research indicates that the problem is more than a failure of CEO leadership. Systemic forces in organizations inhibit strategy implementation. As researchers have observed, managing strategy is fundamentally different from managing operations.1

We have found it useful to think of each of these processes—managing strategy and managing operations—as a self-contained control and learning loop. ...

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