{"id":29833,"date":"2023-09-05T12:09:25","date_gmt":"2023-09-05T11:09:25","guid":{"rendered":"http:\/\/www.turner.nl\/strategy-execution\/strategy-execution-notes\/"},"modified":"2026-09-21T15:39:45","modified_gmt":"2026-09-21T13:39:45","slug":"strategy-execution-notes","status":"publish","type":"page","link":"https:\/\/www.turner.nl\/en\/strategy-execution\/strategy-execution-notes\/","title":{"rendered":"Strategy = Execution \u2013 Notes"},"content":{"rendered":"\t\t
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Strategy = Execution - Notes<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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  1. Carlos J.F. C\u00e2ndido and S\u00e9rgio P. Santos, \u201cStrategy Implementation: What Is the Failure Rate?\u201d Journal of Management & Organization 21(2), February 2015, pp. 237\u2013262. www.researchgate.net\/publication\/264004530_Strategy_implementation_What_is_the_failure_rate<\/li>
  2. Jan Rotmans is a professor of transition studies and an internationally recognized authority on transitions and sustainability.<\/li>
  3. Jacques Pijl, *The New Normal: 21 Rules for Surviving in the New Economy*. Haystack Publishing, 2014. <\/li>
  4. Adam Hayes, “20 Industries Threatened by Tech Disruption.” Investopedia, February 6, 2015. http:\/\/www.investopedia.com\/articles\/investing\/020615\/20-industries-threatened-tech-disruption.asp.<\/li>
  5. Triple Helix Research Group (Stanford University), \u201cThe Triple Helix Concept,\u201d http:\/\/triplehelix.stanford.edu\/3helix_concept.<\/li>
  6. Maurits Kreijveld, The Power of Platforms: New Strategies for Innovation in a Digitalizing World. Vakmedianet, 2014. <\/li>
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  11. James McQuivey, *Digital Disruption: Unleashing the Next Wave of Innovation*. Amazon Publishing, 2013. <\/li>
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  13. James McQuivey, *Digital Disruption*.<\/li>
  14. Marc Andreessen, \u201cWhy Software Is Eating the World.\u201d Wall Street Journal, August 20, 2011.<\/li>
  15. The list comes from Vala Afshar, Chief Digital Evangelist at Salesforce<\/li>
  16. Menno Lanting, Oil Tankers and Speedboats: Agile Work in the 21st Century. Business Contact, 2014. <\/li>
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  19. \u201cStrategy setting and execution remain top board priorities.\u201d Consultancy.uk, March 23, 2016, and \u201cExecution and change are the main challenges of the strategy process.\u201d Consultancy.nl, June 27, 2016. www.consultancy.uk\/news\/3431\/strategy-setting-and-execution-remains-top-board-priority, www.consultancy.nl\/nieuws\/12613\/executie-en-verandering-belangrijkste-uitdagingen-van-strategieproces. <\/li>
  20. This chapter is largely based on a preliminary study that was previously published as a short paper by Turner.<\/li>
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  26. Brad Power, \u201cMake Your Organization Anti-Fragile,\u201d Harvard Business Review, June 24, 2013. http:\/\/blogs.hbr.org\/2013\/06\/make-your-organization-anti-fr.<\/li>
  27. Annet Aris, \u201cIs Strategy Still Strategy?\u201d Het Financieele Dagblad, March 3, 2016.<\/li>
  28. Pijl, The New Normal.<\/li>
  29. Rumelt, *Good Strategy\/Bad Strategy*.<\/li>
  30. Pijl, *The New Normal*, pp. 64\u201367.<\/li>
  31. See, for example, Jim Collins and Jerry I. Porras, *Built to Last*. Successful Habits of Visionary Companies, Random House Business Books, 2005; and Hans van der Loo, *Energy Boost: For Yourself, Your Team, and Your Organization\u2014Performing Because You Want To*, Van Duuren Management, 2013. <\/li>
  32. Collins and Porras, *Built to Last*.<\/li>
  33. Eelke Pol, \u201cAgility: Or How Darwin Is Right After All.\u201d Managementsite.nl, November 1, 2011. http:\/\/www.managementsite.nl\/22485\/strategie-bestuur\/wendbaarheid-nieuw-organiseren.html.<\/li>
  34. Lee Dyer and Richard A. Shafer, \u201cFrom Human Resource Strategy to Organizational Effectiveness: Lessons from Research on Organizational Agility.\u201d Cornell University, CAHRS Working Paper No. 98-12, February 6, 1998. http:\/\/digitalcommons.ilr.cornell.edu\/cgi\/viewcontent.cgi?article=1124&context=cahrswp.<\/li>
  35. Economist Intelligence Unit, \u201cOrganizational Agility: How Business Can Survive and Thrive in Turbulent Times,\u201d March 2009. http:\/\/www.emc.com\/collateral\/leadership\/organisational-agility-230309.pdf.<\/li>
  36. Scott Keller and Colin Price, *Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage*, Wiley, 2011. <\/li>
  37. See http:\/\/seca.nu\/.<\/li>
  38. Jay W. Lorsch and Emily McTague, \u201cCulture Is Not the Culprit.\u201d Harvard Business Review, April 2016. <\/li>
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  40. Pijl, The New Normal, p. 77.<\/li>
  41. Jacques Pijl, Digital Innovation: Disrupt or Be Disrupted! Test Your Organization\u2019s Innovation & Digital Quotient. Turner, June 9, 2016. https:\/\/www.turner.nl\/wp-content\/uploads\/160705-Digitale-Innovatie-Turner-White-paper-juni-2016.pdf<\/li>
  42. Desmet et al., \u201cSix Building Blocks for Creating a High-Performing Digital Enterprise.\u201d http:\/\/www.mckinsey.com\/business-functions\/organization\/our-insights\/six-building-blocks-for-creating-a-high-performing-digital-enterprise<\/li>
  43. Angela Maiers, \u201cMaking Serendipity Tactical: Is Randomness Part of Your Leadership Strategy?\u201d Swithandshift.com, December 29, 2013. http:\/\/switchandshift.com\/making-serendipity-tactical-is-randomness-part-of-your-leadership-strategy.<\/li>
  44. Pijl, Digital Innovation: Disrupt or Be Disrupted!<\/li>
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  46. Pijl, Digital Innovation.<\/li>
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  64. Also found in Sun Tzu\u2019s *The Art of War*. *The Ancient Classic: When surrounding an enemy, allow him an outlet*. Capstone, 2010. <\/li>
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  74. See, for example, Daniel Goleman and Richard E. Boyatzis, \u201cSocial Intelligence and the Biology of Leadership.\u201d Harvard Business Review, September 2008., https:\/\/hbr.org\/2008\/09\/social-intelligence-and-the-biology-of-leadership. <\/li>
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  78. Peters, *The Little Big Things*.<\/li>
  79. Ashkenas, \u201cThe Problem with Executive Isolation.\u201d<\/li>
  80. W. Christian Buss (DeSales University) and Rosalie Kuyvenhoven (Turner Consulting), \u201cPerceptions of European Middle Managers of Their Role in Strategic Change.\u201d Global Journal of Business Research, Vol. 5, No. 5, 2011. <\/li>
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  97. \u201cThat two-kilometer-long Dutch mountain is coming,\u201d Algemeen Dagblad, August 31, 2011.<\/li>
  98. Simon Sinek, *Start With Why: How Great Leaders Inspire Everyone to Take Action*. Portfolio Penguin, 2009. <\/li>
  99. See also Simon Sinek, \u201cHow Great Leaders Inspire Action,\u201d www.ted.com\/talks\/lang\/nl\/simon_sinek_how_great_leaders_inspire_action.html, September 2009.<\/li>
  100. Robert S. Kaplan and David P. Norton. *The Balanced Scorecard: Translating Strategy Into Action*. Harvard Business Review Press, 1996. <\/li>
  101. Michael Porter, *Competitive Strategy: Techniques for Analyzing Industries and Competitors*. Free Press, New York, 1980. <\/li>
  102. Martin Reeves, *Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach*. Harvard Business School Press, 2015. <\/li>
  103. Martin Reeves, Claire Love, and Philipp Tillmanns, \u201cYour Strategy Needs a Strategy.\u201d Harvard Business Review, September 2012. <\/li>
  104. H. Igor Ansoff, \u201cStrategies for Diversification,\u201d Harvard Business Review, September\u2013October 1957.<\/li>
  105. Michael Treacy and Fred Wiersema. \u201cCustomer Intimacy and Other Value Disciplines,\u201d Harvard Business Review, January\u2013February 1993. <\/li>
  106. See, for example, Pascal Spelier, \u201cInfographic: V&D vs. Coolblue, Bol.com, and Wehkamp.nl.\u201d Sprout, February 10, 2015. http:\/\/www.sprout.nl\/artikel\/infographic-vd-versus-coolblue-bolcom-en-wehkampnl. See also Brad Power, \u201cOperational Excellence, Meet Customer Intimacy.\u201d Harvard Business Review, March 29, 2013. https:\/\/hbr.org\/2013\/03\/operational-excellence-meet-cu. And Steven Van Belleghem, \u201cNo Longer a Choice Between Operational Excellence and Customer Intimacy.\u201d Marketingfacts.nl, November 26, 2014. http:\/\/www.marketingfacts.nl\/berichten\/niet-meer-kiezen-tussen-operational-excellence-en-customer-intimacy. Airbnb and Uber do indeed score highly on both Customer Intimacy and Operational Excellence. <\/li>
  107. Mike Wade, \u201cForget Strategy, Embrace Agility.\u201d IMD.org. http:\/\/www.imd.org\/research\/challenges\/TC095-15-embrace-agility-wade.cfm.<\/li>
  108. Killing, Malnight, and Keys, *Must-Win Battles*, p. 3.<\/li>
  109. Pijl, *The New Normal*, pp. 68\u201369.<\/li>
  110. Rumelt, *Good Strategy\/Bad Strategy*.<\/li>
  111. Ken Favaro, \u201cDefining Strategy, Implementation, and Execution.\u201d Harvard Business Review, March 31, 2015. https:\/\/hbr.org\/2015\/03\/defining-strategy-implementation-and-execution.<\/li>
  112. Elizabeth Harrin, \u201cZ to A: Making the Zombie Project More Agile.\u201d BCS Books Blog, February 3, 2014. http:\/\/www.bcs.org\/content\/conBlogPost\/2284.<\/li>
  113. Lowell L. Bryan, \u201cJust-In-Time Strategy for a Turbulent World,\u201d in: McKinsey Quarterly, June 2002. http:\/\/www.mckinsey.com\/insights\/strategy\/just-in-time_strategy_for_a_turbulent_world June 2002. <\/li>
  114. Lean Six Sigma.nl, \u201cWhat Is Lean Six Sigma?\u201d LeanSixSigma.nl, 2016. http:\/\/www.sixsigma.nl\/wat-is-lean-six-sigma.<\/li>
  115. George Eckes, *The Six Sigma Revolution: How General Electric and Others Turned Process into Profits*, John Wiley & Sons, 2002. <\/li>
  116. INK, \u201cINK Philosophy,\u201d http:\/\/www.ink.nl\/over-ink\/filosofie.<\/li>
  117. INK, \u201cINK Evaluation,\u201d http:\/\/www.ink.nl\/assessments\/evaluatie.<\/li>
  118. Peter Hines, Pauline Found, Gary Griffiths, and Richard Harrison, *Staying Lean: Thriving, Not Just Surviving*, CRC Press, 2010. <\/li>
  119. Charles A. O\u2019Reilly and Michael L. Tushman, \u201cThe Ambidextrous Organization.\u201d Harvard Business Review, April 2004. https:\/\/hbr.org\/2004\/04\/the-ambidextrous-organization.<\/li>
  120. Eric Ries, *The Lean Startup: How Today\u2019s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses*. Penguin Books Limited, 2011. <\/li>
  121. Marijn Mulders, Excerpt from *The Lean Startup* by Eric Ries. Tolo Branca, September 2015. http:\/\/www.tolobranca.nl\/wp-content\/uploads\/Uittreksel.pdf.<\/li>
  122. John Kotter, *Accelerate* (XLR8). Building Strategic Agility for a Faster-Moving World. <\/li>
  123. Alexander Osterwalder and Yves Pigneur, *Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers*. John Wiley & Sons, 2009. <\/li>
  124. Alexander Osterwalder, \u201c6 Roles That Can Position Your Company for the Future.\u201d Strategyzer, August 17, 2015. http:\/\/blog.strategyzer.com\/posts\/2015\/8\/17\/chief-internal-ambassador-bridge-builder-for-future-company.<\/li>
  125. Keller and Price, *Beyond Performance*, p. 94. Note: The iceberg model is based on Freud\u2019s theory of how the human brain works. There are many different variations of the iceberg model, including those found in management literature. A well-known example is Wilfried Kr\u00fcger\u2019s Change Management Iceberg; see http:\/\/www.data-group.com.au\/change-management-iceberg. <\/li>
  126. Verne Harnish, \u201cMaximizing Your Return on Luck: The Key Strategic Insight.\u201d Gazelles.com, November 30, 2012. https:\/\/www.gazelles.com\/article\/maximizing-yout-return-on-luck-the-key-strategic-insight.<\/li>
  127. Jim Collins, \u201cGood to Great,\u201d JimCollins.com, October 2001. http:\/\/www.jimcollins.com\/article_topics\/articles\/good-to-great.html.<\/li>
  128. Dan Rockwell, \u201c15 Ways to Generate Urgency Now,\u201d Leadership Freak blog, May 20, 2014. https:\/\/leadershipfreak.wordpress.com\/2014\/05\/20\/15-ways-to-generate-urgency-now.<\/li>
  129. Peter Meyers and Shann Nix, *As We Speak: How to Make Your Point and Have It Stick*. Atria, 2011. <\/li>
  130. Carolyn Aiken and Scott Keller, \u201cThe Irrational Side of Change Management.\u201d McKinsey Quarterly, April 2009. www.mckinsey.com\/business-functions\/organization\/our-insights\/the-irrational-side-of-change-management.<\/li>
  131. Timothy J. Kloppenborg and Debbie Tesch, \u201cHow Executive Sponsors Influence Project Success.\u201d MIT Sloan Magazine, Spring 2015. http:\/\/sloanreview.mit.edu\/article\/how-executive-sponsors-influence-project-success\/<\/li>
  132. John P. Kotter, *Leading Change: Why Transformation Efforts Fail*. Harvard Business Review Press, 1996. <\/li>
  133. See, for example, Wim Hoving and Jan van Bon. The ISM Method: The Past, Present, and Future of IT Service Management. Version 3. Academic Service, 2012. A TBV table schematically presents all Tasks, Authorities, and Responsibilities within a company, department, or project. A TBV table can be developed according to the RACI model. A RACI table indicates who has which role: Responsible, Accountable, Consulted, or Informed. The Responsible person(s) perform the necessary tasks. The Accountable person bears ultimate responsibility for the result. Those Consulted are consulted and have provided advice. Those Informed must be kept informed but do not actively contribute to the final result. <\/li>
  134. Keller and Price, *Beyond Performance*.<\/li>
  135. Kaplan and Norton. The Balanced Scorecard. <\/li>
  136. Osterwalder and Peigneur, *Business Model Generation*.<\/li>
  137. Marina Krakovsky, \u201cLean Startup and Design Thinking: Getting the Best Out of Both, How to Create a Customer-Centric Venture.\u201d Insights by Stanford Business, September 20, 2016. http:\/\/www.gsb.stanford.edu\/insights\/lean-startup-design-thinking-getting-best-out-both<\/li>
  138. Louise Lee, \u201cManagers Are Not Always the Best Judges of Creative Ideas.\u201d Stanford Business, January 2016. http:\/\/www.gsb.stanford.edu\/insights\/managers-are-not-best-judge-creative-ideas<\/li>
  139. Jane Perdue, \u201c3 Ways to Harness the Power of Serendipity.\u201d ToddNielsen.com. http:\/\/www.toddnielsen.com\/international-leadership-blogathon\/3-ways-harness-power-serendipity.<\/li>
  140. Mary Neumeier, \u201cKeep Your Ideas in a Liquid State.\u201d Medium, April 16, 2014. https:\/\/medium.com\/rules-of-genius\/keep-your-ideas-in-a-liquid-state-566ba7c81620#.nr314vo42.<\/li>
  141. Westerman et al., *Leading Digital*<\/li>
  142. Joao Dias, Oana Ionutiu, Xavier Lhuer, and Jasper van Ouwerkerk, \u201cThe Four Pillars of Distinctive Customer Journeys.\u201d McKinsey, September 2016. http:\/\/www.mckinsey.com\/business-functions\/digital-mckinsey\/our-insights\/the-four-pillars-of-distinctive-customer-journeys<\/li>
  143. David Court, Dave Elzinga, Susan Mulder, and Ole J\u00f8rgen Vetvik, \u201cThe Consumer Decision Journey.\u201d McKinsey Quarterly, June 2009. http:\/\/www.mckinsey.com\/business-functions\/marketing-and-sales\/our-insights\/the-consumer-decision-journey<\/li>
  144. Robert-Jan van Nouhuys, \u201cCustomer Journey Mapping: Customer Experience as Inspiration for Strategy and Design.\u201d Frankwatching.nl, March 29, 2011. https:\/\/www.frankwatching.com\/archive\/2011\/03\/29\/customer-journey-mapping-klantervaring-als-inspiratie-voor-strategie-en-ontwerp\/<\/li>
  145. Harald Fanderl and Jesko Perrey, \u201cBest of Both Worlds: Customer Experience for More Revenue and Lower Costs.\u201d McKinsey & Company, April 2014. http:\/\/www.mckinseyonmarketingandsales.com\/best-of-both-worlds-customer-experience-for-more-revenues-and-lower-costs<\/li>
  146. Michael Hammer and James Champy, *Reengineering the Corporation: A Manifesto for Business Revolution*. Harper Business, 1993. <\/li>
  147. For the quote by Albert Einstein: https:\/\/en.wikiquote.org\/wiki\/Albert_Einstein<\/li>
  148. Edward H. Schein, *Corporate Culture as the Soul of the Company: Sense and Nonsense About Cultural Change*. Scriptum, 2006. <\/li>
  149. Mike Hoogveld, Agile Management: Working Quickly and Flexibly Toward Continuous Improvement in Organizations. Van Duuren Management, 2016. p. 84. <\/li>
  150. Ibid., p. 6.<\/li>
  151. Rini van Solingen and Eelco Rustenburg, *The Power of Scrum: An Inspiring Story About a Revolutionary Project Management Method*. Pearson Benelux, 2010. <\/li>
  152. Osterwalder and Pigneur, *Business Model Generation*.<\/li>
  153. Van Solingen and Rustenburg, The Power of Scrum, p. 26: \u201cThe product owner is responsible for describing what needs to be built. In Scrum terms, this description is called the \u2018product backlog.\u2019 [\u2026] The product backlog describes what needs to be done to the product.\u201d <\/li>
  154. Nir Eyal, \u201cThe Strange (But Effective) Way I Stick to Hard Goals.\u201d Nir & Far. http:\/\/www.nirandfar.com\/2016\/01\/habits-overhyped-heres-really-works.html.<\/li>
  155. Scott Keller, Mary Meaney, and Caroline Pung, \u201cWhat Successful Transformations Have in Common: Results of the McKinsey Global Survey.\u201d March 2010. http:\/\/www.mckinsey.com\/business-functions\/organization\/our-insights\/what-successful-transformations-share-mckinsey-global-survey-results<\/li>
  156. Michael L. Bingham, \u201cSix Source Model of Influence.\u201d A Magazine, July 2, 2014. http:\/\/blog.octanner.com\/leadership\/six-source-model-of-influence.<\/li>
  157. Christopher Smith, \u201cSome Fun Change Management Exercises for Improvement.\u201d Change Management Newsletter, November 2013. http:\/\/change.walkme.com\/some-fun-change-management-exercises-for-improvement.<\/li>
  158. For Managing Successful Programs (MSP), see, for example, Axelos, https:\/\/www.axelos.com\/best-practice-solutions\/msp. For OGSM, see Marc van Eck and Ellen van Zanten, *Business Plan on One A4 Page: Become More Successful with OGSM*. Business Contact, 2013. <\/li>
  159. Ecclesiastes 1:2, NBG51.<\/li>
  160. Jeff Jordan, Anu Hariharan, Frank Chen, and Preethi Kasireddy, \u201c16 Startup Metrics.\u201d Andreessen Horowitz, August 21, 2015. http:\/\/a16z.com\/2015\/08\/21\/16-metrics.<\/li>
  161. Mulders, Excerpt from *The Lean Startup* by Eric Ries.<\/li>
  162. Ries, *The Lean Startup Model*.<\/li>
  163. Mulders, Excerpt from *The Lean Startup* by Eric Ries.<\/li>
  164. Hariharan, Chen, and Jordan, \u201c16 More Startup Metrics.\u201d Andreessen Horowitz, September 23, 2015. http:\/\/a16z.com\/2015\/09\/23\/16-more-metrics.<\/li>
  165. Torben Rick, \u201cTop 10+ Performance Management Failures.\u201d Meliorate, September 8, 2014. https:\/\/www.torbenrick.eu\/blog\/performance-management\/sins-of-performance-management.<\/li>
  166. Sander Hoogendoorn, *This Is Agile*. Pearson Education, 2012. p. 15 <\/li>
  167. Bert Hedeman, Henny Portman, and Ron Seegers, *Managing Agile Projects*. Van Haren Publishing, 2014. p. 4. See also Agile Alliance, \u201c12 Principles Behind the Agile Manifesto.\u201d https:\/\/www.agilealliance.org\/agile101\/12-principles-behind-the-agile-manifesto\/<\/li>
  168. Hedeman, Portman, and Seegers, *Managing Agile Projects*, p. 5.<\/li>
  169. See Pijl, *The New Normal*.<\/li>
  170. See Hedeman, Portman, and Seegers, *Managing Agile Projects*; Hoogendoorn, *This Is Agile*; and Van Solingen and Rustenburg, *The Power of Scrum*.<\/li>
  171. Michel Anteby and Rakesh Khurana, \u201cA New Vision.\u201d Harvard Business School Baker Library, 2007. http:\/\/www.library.hbs.edu\/hc\/hawthorne\/anewvision.html.<\/li>
  172. ING, \u201cAgile Work at ING.\u201d https:\/\/www.ing.jobs\/Nederland\/Over-ING\/Wat-ING-biedt\/Agile-werken.htm.<\/li>
  173. Henrik Kniberg and Anders Ivarsson, *Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds*. Spotify, October 2012. https:\/\/dl.dropboxusercontent.com\/u\/1018963\/Articles\/SpotifyScaling.pdf.<\/li>
  174. Michelle A. Borkin, \u201cBeyond Memorability: Visualization, Recognition, and Recall.\u201d IEEE Transactions on Visualization and Computer Graphics. Vol. 22, No. 1, January 31, 2016. <\/li>
  175. Jack Welch, \u201cWhy I Love Micromanaging And You Should Too.\u201d LinkedIn blog, January 2016. https:\/\/www.linkedin.com\/pulse\/why-i-love-micromanaging-you-should-too-jack-welch<\/li>
  176. Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan, \u201cDecoding Leadership: What Really Matters.\u201d McKinsey Quarterly, January 2015. www.mckinsey.com\/global-themes\/leadership\/decoding-leadership-what-really-matters.<\/li>
  177. Roger Sessions, \u201cA Comparison of the Top Four Enterprise Architecture Methodologies.\u201d Microsoft, May 2007. https:\/\/msdn.microsoft.com\/en-us\/library\/bb466232.aspx<\/li>
  178. David L. Cooperrider and Diana Whitney, *Appreciative Inquiry: A Positive Revolution in Change*. Berrett-Koehler Publishers, 2005. <\/li>
  179. Claus Benkert and Nick van Dam, \u201cExperiential Learning: What\u2019s Missing in Most Change Programs.\u201d McKinsey & Company, August 2015. http:\/\/www.mckinsey.com\/business-functions\/operations\/our-insights\/experiential-learning-whats-missing-in-most-change-programs<\/li>
  180. See Keller and Price, *Beyond Performance*, to learn how \u201creinforcement mechanisms\u201d can be used to incorporate new working methods into standard processes and mechanisms.<\/li>
  181. Office of Government Commerce, Managing Successful Programs. TSO, 2007. See also Michiel Ruzius, MSP\u00ae Compact: A Handy Overview of the Managing Successful Programs Methodology. PTG Publishers, 2012. <\/li>
  182. Paul Hesselman and Ine Groen-Waterreus, NCB Version 3. Dutch Competence Baseline. Van Haren Publishing, 2007. <\/li>
  183. 182. AXELOS, Managing Successful Projects with PRINCE2\u00ae. TSO, 2009. <\/li>
  184. Rudy Kor, Jo Bos, and Theo van der Tak, *Project Canvas: Getting to the Heart of Your Project Together*. Vakmedianet, 2016. <\/li>
  185. Fiona Czerniawska and Peter Smith, *Buying Professional Services: How to Get Value from Consultants and Other Professional Service Providers*. Wiley, 2010. <\/li>
  186. Mike Saville, \u201cProject Management\u2014An Ecosystem, Not a Function.\u201d ILX Group, July 15, 2015. https:\/\/www.ilxgroup.com\/news\/project-management-an-ecosystem-not-a-function.<\/li>
  187. Robert S. Kaplan and David P. Norton, *The Execution Premium: Linking Strategy to Operations for Competitive Advantage*, Harvard Business Press, 2008. See, for example, Economist Intelligence Unit, \u201cStrategy Execution: Achieving Operational Excellence. The Benefits of Management Transparency.\u201d EIU, November 2004. http:\/\/graphics.eiu.com\/files\/ad_pdfs\/Celeran_EIU_WP.pdf.<\/li>
  188. See, for example, Boris Ewenstein, Wesley Smith, and Ashvin Sologar, \u201cChanging Change Management.\u201d McKinsey & Company, July 2015. http:\/\/www.mckinsey.com\/global-themes\/leadership\/changing-change-management And The Economist Intelligence Unit, \u201cWhy Good Strategies Fail: Lessons for the C-Suite,\u201d EIU, 2013. http:\/\/www.pmi.org\/~\/media\/PDF\/Publications\/WhyGoodStrategiesFail_Report_EIU_PMI.ashx. And Michael C. Mankins and Richard Steele, \u201cTurning Great Strategy into Great Performance.\u201d Harvard Business Review, July 1, 2005. https:\/\/hbr.org\/2005\/07\/turning-great-strategy-into-great-performance.<\/li>
  189. Carlos J.F. C\u00e2ndido and S\u00e9rgio P. Santos, \u201cStrategy Implementation: What Is the Failure Rate?\u201d Journal of Management & Organization 21(2), February 2015. https:\/\/www.researchgate.net\/publication\/264004530_Strategy_implementation_What_is_the_failure_rate.<\/li>
  190. Roger L. Martin, \u201cThe Execution Trap.\u201d Harvard Business Review, July\/August 2010. https:\/\/hbr.org\/2010\/07\/the-execution-trap.<\/li>
  191. Isaiah Hankel, \u201cWhy Entrepreneurs Who Complain Are Setting Themselves Up to Fail.\u201d Entrepreneur, June 1, 2015. https:\/\/www.entrepreneur.com\/article\/246498.<\/li>
  192. See Rumelt, *Good Strategy\/Bad Strategy*.<\/li>
  193. Kotter, *Leading Change*, pp. 51\u201366.<\/li>
  194. Conducted by the consulting firm Turner. See www.turner.nl for more information. <\/li>
  195. 194. Sull, Homkes, and Sull, \u201cWhy Strategy Execution Unravels\u2014and What to Do About It.\u201d Sull, Homkes, and Sull write here that horizontal alignment usually works relatively well, but that things go particularly wrong with vertical and diagonal alignment. https:\/\/hbr.org\/2015\/03\/why-strategy-execution-unravelsand-what-to-do-about-it.<\/li>
  196. Michiel van der Molen, Project Management for Clients: The Four Principles of Successful Client Management, Van Haren Publishing, 2013, p. XIII. <\/li>
  197. Freek Hermkens, \u201cHow to Make Lean Projects Successful: Managing Ownership in the Line.\u201d Managementsite.nl, June 9, 2010. https:\/\/www.managementsite.nl\/leanprojecten-wel-succesvol-maken.<\/li>
  198. Paul Roberts, *The Economist Guide to Project Management: Getting It Right and Achieving Lasting Benefit*. Profile Books, 2012. <\/li>
  199. Qualitative Research: Turner.<\/li>
  200. Pijl, *The New Normal*, pp. 71\u201372. Based on an interview with Ben Verwaayen during the Turner Event on June 5, 2008. <\/li>
  201. Ed Batista, \u201cThe Marshmallow Test for Grownups.\u201d Harvard Business Review, September 15, 2014. https:\/\/hbr.org\/2014\/09\/the-marshmallow-test-for-grownups. \u201cFollow-up studies with the children later in adolescence showed a correlation between the ability to wait long enough to receive a second treat and various forms of success in life, such as higher SAT scores. And a 2011 fMRI study conducted on 59 original participants\u2014now in their 40s\u2014by Cornell\u2019s B.J. Casey showed higher levels of brain activity in the prefrontal cortex among those participants who delayed immediate gratification in favor of a greater reward later on. This finding strikes me as particularly important in light of the research that has emerged over the past two decades on the critical role played by the prefrontal cortex in directing our attention and managing our emotions.\u2019 <\/li>
  202. This passage can also be found in Pijl, *The New Normal*, pp. 123\u2013127.<\/li>
  203. Oliver Burkeman, \u201cWho Goes to Work to Have Fun?\u201d The New York Times, December 11, 2013. <\/li>
  204. See, among others, Rob van Es, *Change Diagnosis: The Undercurrent of Organization*. Kluwer, 2008. <\/li>
  205. Paul van Schaik, *The Performance Breakthrough: Get the Best Out of Your Team\u2014Start with Yourself*. Van Duuren Management, 2012. <\/li>
  206. Marguerite Rigoglioso, \u201cJeffrey Pfeffer: Untested Assumptions May Have a Big Effect.\u201d Insights by Stanford Business, June 1, 2005. https:\/\/www.gsb.stanford.edu\/insights\/jeffrey-pfeffer-untested-assumptions-may-have-big-effect.<\/li>
  207. Tim Hindle, *The Economist Guide to Management Ideas and Gurus*. Profile Books, 2008. <\/li>
  208. See also P. Hernandez, V. Mart\u00ednez-Mol\u00e9s, and J. Vila, \u201cUnderstanding Actual Socio-Economic Behavior as a Source of Competitive Advantage: The Role of Experimental-Behavioral Economics in Innovation,\u201d in Lu\u00eds M. Carmo Farinha et al., Handbook of Research on Global Competitive Advantage through Innovation and Entrepreneurship. Information Science Reference, 2015. <\/li>
  209. See John Kotter, \u201cChange Management vs. Change Leadership \u2013 What\u2019s the Difference?\u201d Forbes, July 12, 2011. http:\/\/www.forbes.com\/sites\/johnkotter\/2011\/07\/12\/change-management-vs-change-leadership-whats-the-difference\/#658c79ca18ec; and Preston Bottger and Jean-Louis Barsoux, \u201cEnding the Debate on a Dead-End Distinction,\u201d The Jakarta Post, October 22, 2011. http:\/\/www.thejakartapost.com\/news\/2011\/10\/22\/ending-debate-a-dead-end-distinction.html.<\/li>
  210. See Eric Ries, *The Lean Startup*.<\/li>
  211. Patrick St\u00e4hler, \u201cBusiness Model Innovation and the Red Queen Effect.\u201d Business Model Innovation, February 17, 2009. http:\/\/blog.business-model-innovation.com\/2009\/02\/business-model-innovation-and-the-red-queen-effect\/; and Valencia Higueira, \u201cThe Red Queen Effect in Business.\u201d Small Business, undated. http:\/\/smallbusiness.chron.com\/red-queen-effect-business-31988.html.<\/li>
  212. David Brooks, \u201cWhat Is Inspiration?\u201d The New York Times, April 15, 2016<\/li>
  213. David Maister, \u201cWhy (Most) Training Is Useless.\u201d DavidMaister.com, 2006. http:\/\/davidmaister.com\/articles\/why-most-training-is-useless\/.<\/li>
  214. Daniel Kahneman, *Thinking, Fast and Slow*. Business Contact, 2012. <\/li>
  215. Martijn Aslander and Erwin Witteveen, *Never Finished: A New Perspective on the Foundations of Our Lives: Work, School, Healthcare, Government, and Management*. Business Contact, 2015. <\/li>
  216. Aiken and Keller, \u201cThe Irrational Side of Change Management.\u201d<\/li>
  217. Zook and Allen, *Founder\u2019s Mentality*.<\/li>
  218. Stanford Graduate School of Business, \u201cColin Powell: Never Show Fear or Anger.\u201d Insights by Stanford Business, November 1, 2005. https:\/\/www.gsb.stanford.edu\/insights\/colin-powell-never-show-fear-or-anger.<\/li>
  219. Dan Lovallo and Olivier Sibony, \u201cThe Case for Behavioral Strategy.\u201d McKinsey Quarterly, March 2010. http:\/\/www.mckinsey.com\/business-functions\/strategy-and-corporate-finance\/our-insights\/the-case-for-behavioral-strategy<\/li>
  220. Kohlrieser et al., *Care to Dare*.<\/li>
  221. Marvin Bower, \u201cDeveloping Leaders in a Business.\u201d McKinsey Quarterly, November 1997. http:\/\/www.mckinsey.com\/global-themes\/leadership\/developing-leaders-in-a-business.<\/li>
  222. Gareth Jones, \u201cWhat Do People Want from Their Leaders?\u201d Harvard Business Review, November 28, 2012. https:\/\/hbr.org\/video\/2226822301001\/what-do-people-want-from-their-leaders.<\/li>
  223. See also: Juliet Vedral, \u201cFailure for Overachievers.\u201d The Wheelhouse Review, April 29, 2013. www.thewheelhousereview.com\/2013\/04\/29\/failure-for-overachievers. Vedral is the founder and executive editor of The Wheelhouse Review and, in his own words, an overachiever and perfectionist. \u201cIn fact, most overachievers fear failure to an unhealthy extent. Not only do we worry that a failure will somehow expose us as a fraud, but our perfect track record will have a nasty \u2018F\u2019 on it, thereby lowering our life GPA.\u201d <\/li>
  224. Alan Wurtzel, *Good to Great to Gone: The 60-Year Rise and Fall of Circuit City*. Diversion Books, 2012. <\/li>
  225. Max H. Bazerman, \u201cBecoming a First-Class Noticer,\u201d Harvard Business Review, July\u2013August 2014. hbr.org\/2014\/07\/becoming-a-first-class-noticer. <\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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    Strategy = Execution. Improve, Renew and Innovate Faster<\/h3>\n\t\t\t\t\t

    How can organizations make strategy execution their number one priority? And improve, renew and innovate faster? This I describe in my book Strategy = Execution. Strategy = execution is based on the research that Turner started years ago into the success factors of strategy execution and innovation. We interviewed 60 directors and professionals and analyzed more than 75 cases, 300 relevant books and articles.<\/p>\n\t\t

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