About business friction, we may say: 

A. It is the effect produced when day-to-day decisions made by second and third level management destroy the strategy designed by the first level. 

B. That it is the failure of a perfectly defined strategy when it has to be executed by a large group of operative units. 

C. The effort required for Senior Management to ensure that executives and managers accept the company's Strategy. 

D. Set of causes internal to the company that prevent implementation of the Strategy.