Translating strategy into action

In Chapter 1, distinctions were made between strategy execution and strategic change (changes in the content of strategy) and managing change (operational improvements, not necessarily designed and prioritized to achieve strategic objectives). This distinction was important because it explains why some organizations have great-sounding strategies and slick operations but no obvious relationships between the two. It is often difficult to see how everyday activities,

projects, and initiatives might plausibly deliver strategic objectives. Bridging the gap between strategy and operations is the core strategy execution challenge, represented by phase 1 of the inverted pyramid framework – translating objectives into activities – highlighted in Figure 6.1.