The CEO was disappointed. He'd spent months with his executive team developing a new organizational strategy. He'd spent weeks flying around the country on a road show to communicate the new strategy. He set up a number of projects to implement the strategy. Strategic objectives were put into each one of his executives' KPIs.

But six months later, he felt frustrated. When he spoke to people who were not his direct reports, they said that they needed direction. They were confused by the many projects that were being implemented. As they focused on one project, they forgot about the strategy, the company values, and the other projects. Work was being duplicated as different projects were working at cross purposes with one another. His people could not see how it all fits onto implementing one single strategy.

How can the situation be made better for strategy implementation?