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Every executive has a roadmap. Few have the engine. That is why most strategies sputter out post-kickoff. It is not the plan, it is the absence of a system that absorbs change, digests feedback, and evolves in real time. What you need is a loop. Not a milestone tracker. A living, breathing loop.

Enter the 4I Framework, or the Organizational Learning Loop, designed to make Organizational Learning the engine room of execution. Not as a theory, but as infrastructure.

Coined by Crossan, Lane, and Whi

Some regions just seem to have the magic touch. Silicon Valley for tech. Switzerland for pharmaceuticals. Taiwan for semiconductors. These aren’t just hot streaks—they’re ecosystems, built intentionally. When organizations dominate globally, they’re standing on a structure most people can’t see.

Porter’s Diamond Model brings that structure into view. It’s not about isolated advantages. It’s about how a set of interconnected conditions come together to create relentless momentum. The framework br

Decision Making is essential to any organization's success.  Military strategists use their training and experience to create battle plans and make quick decisions aimed at achieving specific objectives.  Military strategies, concepts, and practices have found widespread application in business and daily life.  The works, memoirs, and experiences of renowned military historians and strategists, such as Sun Tzu's "The Art of War," Clausewitz's "On War," and Liddell Hart's "Strategy," are highly

Sir Basil Henry Liddell-Hart (31 October 1895 – 29 January 1970) was an influential British strategist, historian, and military theorist.  The prolific author B. H. Liddell-Hart authored numerous works on military strategy and tactics.

Liddell-Hart's "Strategy" is considered one of the most influential works on military strategy published in the 20th century.  This book examines the art of warfare and provides a comprehensive analysis of the strategies and tactics used by great military commander

Golf is a club-and-ball sport in which players use various clubs to hit balls into a series of holes on a course in as few strokes as possible.  The more we play golf, the more we realize that there is a negative correlation between how hard we swung and how far we hit the ball.  In golf, rarely is much accomplished from merely swinging hard. Sheer force does create action, but this is often negated by a lack of strategy. Life in golf, we need to learn to pull back a little, focus, and work on s

Join Global Risk Community for a webinar on How To Identify And Measure Your Strategy Execution Risk

What sank the Titanic and is sinking some of our great companies? What will separate future winners from losers?

50% of the Fortune 500 companies in the year 2000 do not longer exist because they were not able to measure and predict their strategy execution risk and link their decisions to the results of their decisions.

By the end of the webinar you will be in a better position to identify the ri

How to Really Link Strategy with Execution

Most companies implicitly execute as if they were pursuing a Best Product commodity strategy. No degree of competent execution can save them from this never-ending treadmill. The core processes of the company need to be aligned to the chosen strategy in order to make progress against their strategic agenda and avoid a commodity-like outcome. The Delta Model identifies the core processes of the business and provides a guide for how they need to function d