The formalization of the strategy may seem relatively easy to communicate, but the part "execution" - the implementation of the strategy - is probably the most complicated part to succeed.
Why does a good strategy fail to produce the desired outcomes? One of the main reasons for failures of this kind is that the execution was not sufficiently effective. To put this right, it is vital to influence the behavior of the Management Team, encourage every member of the Management Committee/Executive Committee to greater involvement in strategy-related decisions and create real cohesion: and cohesion is all the more important at this level given that the complex and crosscutting nature of the problems is a real obstacle to agility: the only factor that can unblock knotty situations is team cohesion, backed by an external facilitator.
WE BELIEVE THAT ONLY PEOPLE FULLY INVOLVED AND ABLE TO WORK AS A TEAM HAVE THE ABILITY TO PRODUCE EXCEPTIONAL RESULTS.