Using total quality to put strategic intent into motion
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Abstract
The '90s will be the decade of the business leader who can a) define one or two key competitive themes for the organization's payoff, and b) effectively focus scarce resources to accomplish those themes. What will ultimately separate the winners from the losers will be the ability to execute. Few strategic planners find it particularly difficult to articulate grand schemes for building competitive advantages; however, most fall flat on their faces when it comes time to execute their schemes. People underestimate the commitment, the amount of time, and the emotion and energy it takes, and the amount of inertia they must overcome in their organization to make it happen.