Research shows that most organizations fall far short when it comes to strategic alignment. The authors'analysis of 124 organizations revealed that only 28% of executives and middle managers responsible for executing strategy could list three of their company's strategic priorities. How do leaders close this dangerous strategic-alignment gap?

This is an MIT Sloan Management Review article. Businesses develop strategies to address complex, multi-layered business environments and challenges -but to execute a strategy in a meaningful way, it must produce a set of specific priorities focused on achieving clear goals. Rather than trying to boil the strategy down to a pithy statement, executives will get better results if they develop a small set of actions that everyone gets behind.

This is an MIT Sloan Management Review article. When developing strategy for execution, managers often want to start by setting their strategic priorities, but that's a mistake. Management teams should start by identifying the corporate vision and critical vulnerabilities -both of which help clarify and shape priorities.

This is an MIT Sloan Management Review article. Organizations often struggle with corporate strategy because executives lack clarity on how parts of the business fit together to create and capture economic value. A simple framework can help leaders understand the relationship between corporate and business unit strategies.