Building a front line-focused organization

1. The five essential choices to be addressed in strategy making.

2. The five primary responsibilities of senior managers in building a front line-focused organization
3. Why making strategy work is far more difficult than the task of strategy making?
4. The key elements of a model for the effective execution of strategy.

5. The leadership role of the CEO in large, complex organizations.

6. The role of the CEO from the perspective of A. G. Lafley of The Procter & Gamble Company.

7. The capabilities required for Level 5 leadership.

8. An examination of the experience of one particular company in the radical minimization of the need for managers.
9. Analysis of the management philosophy and management practices of W. L. Gore & Associates.
10. The different operating logic of great companies.