Ninety percent of businesses still fail to execute their strategies because their leaders do not understand how to break each strategy down into groups of activities and sequences of events that drive the company steadily toward its desired goal. Beyond that, managers often fail to prioritize these activities, assign responsibility for them, and decide on measures of their success. The authors argue that successful project design translates into successful strategic execution and that projects provide the critical link between knowing the strategy and living into it.
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