The habitual mode of poor strategy implementation shaping the next round of strategy formulation weakens the subsequent planning cycle. Unfortunately, decades of company interactions consisting of research, teaching, and consulting suggest that strategy implementation has become a catchall of phrases and recommendations, with little clarity as to what comprises this necessary cornerstone of a capable organization. Strategists tend to use powerful terminology when referring to implementation efforts. Descriptors such as killers, confrontation, and engagement are linked with actions like conquering, blocking, tackling, and honing when discussing strategy implementation. Our contention is that implementation is a critical cornerstone or ally in the building of a capable organization, and the use of the appropriate levers of implementation is the pivotal hinge in the development of the organization. Ultimately, strategy implementation helps create the future, not inhibit it.

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