The pace of change in today's competitive environment demands an almost continual process of reinvention of the organization and its leadership and management processes as well as of its products and services. The strategies, people, organizational design, and key business initiatives that are successful today may be the recipe for disaster tomorrow.

For those organizations prepared for today's rapid pace of change, every significant new change that impacts their markets, customers, suppliers, people, technologies, competitive positions, or other major attributes is a new opportunity to outmaneuver their competition and to gain economic or situational advantage.

Unfortunately, most large organizations find that their execution agility is not what it should be. Meaningful leadership direction is lost in a sea of noise, useful customer insights developed in one part of the organization never make it to another, and processes become barriers to success rather than enablers.