In recent years a growing number of companies have expended considerable amounts of time and money to develop strategic planning skills in their profit centers and at higher organizational levels. We applaud this effort, but as we stand back and observe large and small companies alike apply this new talent and expertise, we are struck by the widespread disappointment with the pace at which new strategies are often implemented. To say the least, it appears to be much easier to conceive a new strategy than to carry it out.
A version of this article appeared in the May 1977 issue of Harvard Business Review.
