Turner’s research has shown that leaders and managers regard strategy execution as their No. 1 priority, but have difficulty grasping the concept. They consider it too broad a term, too “holistic” even. To clarify matters, we need to make a distinction between the going concern and innovation efforts. Making a distinction between Running the Business and Changing the Business is crucial because it simplifies and expedites matters. Failure to make this distinction leads to suboptimal performance on both fronts. In my years as a consultant I have seen plenty of organizations that opted to have their line organization deal with every execution challenge, even though it’s clear that most execution issues require a special focus and approach. The net result was an indistinguishable mess. By separating your change objectives from the going concern, you ensure you can properly manage and control both Running and Changing the Business, as figure 1 shows. In my study, many leaders admitted to having realized too late how important this distinction is.