ABSTRACT
The strategy execution process in Chapter 5 will continue our discussion of the strategy processes. In this chapter, we will present the results of research done some years ago that highlighted the significant failure of strategic initiatives. We will also propose a model to correct the low success rate of these initiatives, while uniquely building upon the system characteristics of the organization. This chapter is an important complement to the main theme. We will argue that it makes little sense to bring people together interdependently to create a future, desired, set of results, if they do not also pay serious attention to the means to achieve these results.
