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The chief executive officer and other members of the C-Suite often consider the job done after the strategic plan has been approved by stakeholders and shared with managers and team members. They go back to business as usual and expect that someone else will figure out plan implementation without articulating who needs to do that, how they do it, and what resources they can leverage. In a global survey conducted by The Economist (see Why Good Strategies Fail: Lessons For The C-Suite), 50% of executive respondents said that strategy implementation lacks the appropriate C-Suite attention at their . . .

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Leadership & Governance