Not long ago, the division head of a multinational manufacturing company had a problem. After receiving an aggressive 12% annual growth target, she met with her team, and after a lot of research, meetings, and debates, they built a strategic plan around 17 key initiatives ranging from the overhaul of a production facility in Nebraska to fully integrating a new distributor in Nigeria. Everyone on the team was on board with the plan, and they were optimistic about its outcome. But just a weeks before the start of the fiscal year, they began to doubt their abilities to execute so many initiatives at once and they started second-guessing their overall direction.
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