I have not failed. I've just found 10,000 ways that won't work Thomas A. Edison

We know that most initiatives fail, and that failure is commonly a failure of execution. The steps needed to execute are well known, yet companies, individuals, charitable institutions, governments often fail at the execution stage. Why should that be? Some ideas: We fail to face up the subject of prioritization. Prioritization leads to winners and losers Leaders tend to avoid these discussions Clear decision-making responsibility is not spelled out and is not appropriately delegated. Information does not flow freely throughout an organization and particularly to the top. Good execution requires a systematic way of exposing reality and act upon it. Most companies do not face up to reality well. There is no culture of execution. Presentations are too long Meetings focus on successes not examining failures There is a reluctance to challenge others conclusions and statements Goals are vague and timelines flexible There is a lack of accountability Managers fail to create the right atmosphere. Insufficient resources are allocated to a project. In an article in Sloan Management review published in 2017 that surveyed 300 organizations – only 10% of respondents felt that all their company’s initiatives had the funds, people and management support needed to achieve success. Why should capable managers launch initiatives without providing the resources needed? This must go beyond just a failure to face up to the need to fund projects correctly. An article published this month in HBR may provide an insight. Researchers surveyed 4 Fortune 500 companies and found: On average managers either did not know or remember 60% of the work their teams did One manager could only recall 4% of his teams’ activities Managers were shocked when they learned of the gaps in their knowledge This underestimates an employee’s productivity and how busy they are. And therefore, their capability to take on more.

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I am committed to helping entrepreneurs succeed. I can bring the experience of 30+ years of experience at the C-Suite level in an MNC from Europe, North America, and Asia. Combine this with seven years of helping a diverse range of businesses and I can provide you with practical solutions to any difficult problems you may be facing.

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