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In any business, regardless of size, there are a limitless set of important priorities that render the day-to-day method of management inadequate. This is true of the largest corporations and the smallest and simplest businesses. "An astonishing number of strategies fail because leaders don't make a realistic assessment of whether the organization can execute the plan."¹ A well-executed but mediocre strategy nearly always trumps a poorly executed brilliant strategy in terms of business results. Does the company have right stuff to execute your strategy? Effective business leaders probe by asking questions.

• Do we have people with experience in opening overseas markets?
• Do we have people who understand and can support the technology required?
• Does our shipping department have the ability to do the special handling that will be required?
• Do our service people have the right skills?
• Do we have the required sourcing processes to meet customer-promised schedules?

Rate your answers on a scale of 1 to 10 with ten being a resounding "yes." If you get a lot of 5's and 6's you can be sure that your people and operating capabilities are not up to the challenge of executing. There is misalignment between your processes and your strategy.

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