As an advisor to entrepreneurs and companies large and small, I have had the opportunity to observe business dynamics over the time and participate directly in them. I first began to identify nuances of execution about a decade ago, and to my surprise strategic plans often did not work out in practice.People think of execution as the tactical side of business, something leaders delegate to the down line, while they focus on the perceived bigger goals. This idea is not completely wrong, but to achieve a systematic and displined execution, the leader of organisation has to be deeply engaged in it and then delegating its substance to experts will enhance its probability to produce valued outcomes.
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