Good morning to all!

Our group will now concentrate on how firms can fluidly blur the lines between strategy and
execution given that Group 7 has stated clearly that there should be no distinction between
them.
Companies need to cease thinking of management as the organization's brain and workers
as its body, according to this article's author, Mr. Roger Martin, if they want to put an end to
this division. He also defines strategy as an integrated collection of decisions that uniquely
places the company in the industry in order to build a sustained advantage and higher value
compared to the competitors in one of his co-authored books.

1. Therefore, in his opinion, the business should be viewed as a single white-water river
where decisions cascade from top to bottom.
2. Every set of rapids represents a decision-making opportunity for the firm, with every
decision made upstream having an immediate downstream impact. While personnel
working nearer the bottom of the organisation make more practical, day-to-day decisions
that have a direct impact on customer service and happiness, those at the top of the
organisation make the broader, more abstract decisions concerning long-term vision.
3.
4. A framework known as the strategy choice cascade, which consists of 5 essential
components to find a comprehensive plan, was introduced in the same book that I
previously stated.
5. What winning goals do you have? - aids in establishing the project's goal