A company's strategy is at full power

only after the CEO and other senior executives review the entire strategy piece by piece and make needed adjustments in those strategy pieces deemed to be weak or ineffective.

once company personnel become convinced that the overall strategy is a good one and that they have the ability to execute it well.

only when all functional departments are using the same functional strategy and all operating units are employing the same operating strategy.

when all managers with strategy$-$making responsibility are delegated the authority to employ whatever strategy for their respective area they believe will work best.

only when its many pieces are cohesive and mutually reinforcing, fitting together like a jigsaw puzzle.