In most organizations, it’s not the strategy itself that derails success, it’s the execution gap that follows.
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Every year, companies invest enormous time and effort building annual budgets, debating numbers, headcount, and targets. But too often, those discussions happen in isolation from the strategy they were meant to enable.
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In theory, Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs) are meant to sharpen focus and translate strategy into measurable outcomes. But for many organizations, KPIs and OKRs have become a numbers trap.
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