by Michel (Mike) Robert \u2014\u00a0Founder, Decision Processes International<\/em><\/p>\n \u201cIt\u2019s easy to develop a strategy, it\u2019s the implementation that\u2019s difficult.\u201d This is a statement we have frequently heard over the years. Our own experience proves that the exact opposite is true. If a CEO thinks that he or she has a solid strategy, and yet it\u2019s not being implemented, only one of two things can be happening:<\/p>\n 1) The management\u00a0team doesn\u2019t know or\u00a0understand the strategy\u00a0(it\u2019s very difficult to implement a secret strategy).<\/p>\n 2) If the strategy is understood but still not being implemented, it\u2019s because some members of the man- agement team don\u2019t agree with it and may, in fact, be trying to sabotage it.<\/p>\n In our view, there are ten deadly sins that an organization can commit that will inevitably lead to one of these two conditions, and eventually to cor- porate extinction.<\/p>\n