Strategy execution is emerging as one of the critical sources of sustainable competitive advantage in the twenty‐first century. As a result, strategy execution can no longer take a back seat to strategy formulation. Success depends on a new strategic paradigm that includes world‐class, strategy‐execution skills such as managing the development and implementation of a portfolio of initiatives, synchronizing internal processes with market rhythms, and avoiding disruptions by handling the ripple effect of organizational change. At a strategic and operating level, these practices improve all of the classic drivers of shareholder wealth.
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William R. Bigler (2001) studied this question.
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