For many organizations, strategy (the “why we’re going to do what we’re doing”) is one of those mysterious, behind-closed-doors activities conducted annually by a small group of senior leaders. It’s viewed as a superior mental and managerial activity.

In contrast, tactics (the “how we’re going to do what we’re supposed to do” – the execution element) is typically thought of as the grunt work, relegated to and performed by the rest of the organization. Yet, it’s these tactics – the focused activities performed by every person, every day – which are the difference between organizations that perform predictably and consistently – and those that don’t.…