There is usually a clock in our heads regarding decisions we make and the course of our lives. Sometimes this clock is helpful in that it get us to move rather than put off key actions. Other times, it creates us false sense of urgency that can cause us to overreact, lost patience and make poor decisions. In raising this issue in my book, I want people to be aware of the clock in their heads and question whether that clock is helping or hindering the quality of each particular decision.

Managing risk is very different from managing strategy. Risk management focuses on the negative-threats and failures rather than opportunities and successes.

To help people with the struggle, I have to reveal my own struggles.

Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.

Without strong visionary leadership, no strategy will be executed effectively.

There are three main areas of focus: vision, priorities and alignment. It is critical to articulate a clear vision - how do we add value based on what key competences? Some leaders fail to be clear enough or fail to update the vision based on changes in their industry and in the world.