The common perception is that strategy is done at the top of the org chart, and execution is done below. It is exactly the opposite – let me explain why.
First, I should explain that I have always hated the use of the term “execution.” Its common definition is fundamentally unhelpful, and contributes to what executives often call “the strategy-execution gap.”
Usually when businesspeople talk about “strategy” and “execution,” the former is the act of making choices and the latter the act of obeying them.
