StrategicSpeed cover1Every year, a number of the large consulting firms publish surveys outlining the issues that keep global corporate leaders awake at night. Inevitably, the topic turns to strategy and more specifically to the headaches and challenges of executing strategy.

For those of us that have labored in the corporate world for a couple of decades, it comes as no surprise that translating ideas into programs and projects and then executing these programs accurately and quickly to seize market opportunities is darned difficult.

It also turns out that we’re not so good at it for a lot of reasons, most of which have to do with people.

It is this critical issue of improving strategy execution (speed and quality) by focusing on the people & leadership issues that bedevil so many programs, that the authors of: Strategic Speed-Mobilize People, Accelerate Execution, take on in this interesting, and research and helpful tool-filled new book.  This is a practical, interesting and immediately useful book for anyone engaged in the work of creating and driving strategy and execution.

I had the good fortune to connect recently with Jocelyn Davis, one of the co-authors (along with Henry Frechette, Jr., and Edwin Boswell) of Strategic Speed, for an interview, where we discussed the high failure rate of strategies, the meaning of “strategic speed,” and a number of other issues important to anyone interested in improving strategy execution. Jocelyn’s insights into the book and the world of strategy and leadership were fascinating.

Enjoy the interview.

[display_podcast]

—

-In case you missed it, check out my recent interview with Bob Sutton on his new book, Good Boss, Bad Boss.

-Note from Art: the authors supplied my review copy of Strategic Speed.