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The Art of Action: Leadership that Closes the Gaps between Plans, Actions and Results by Stephen Bungay

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STRATEGY, TACTICS, AND EXECUTION

It is hard to talk about something if it does not even have a name, and unfortunately in business we do not make the distinction between strategy, operations, and tactics. When we try to execute a strategy we therefore run the risk of behaving rather like the British Army on the first day of the Somme. Strategy is unitary and binding, and tactics are standardized and binding. So unless we create a third level, we have tied everybody’s hands. Unless we place limits around that level, we invite chaos into the organization instead of keeping it outside, where it belongs.

We are further hampered by our language because we often refer to “tactics” and “operations” interchangeably. The suggestion here is that we therefore ...

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