Over the years, many chief executives have voiced their frustration with the process of transforming a vision into reality. One CEO in particular compared it to a high-performance sports car without any gas. By the same token, the "fuel" is often missing from an executive's ability to drive multiple initiatives that move a company forward. The key is overcoming gaps that exist between a company's current state and desired future state.
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Recently, a CEO asked us why his attempts to replicate the success of his top performing site in other locations were not working. Product and processes were mostly the same, so what was preventing this from happening?
