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Related Experiment Video

Updated: Jun 11, 2026

New Variations for Strategy Set-shifting in the Rat
09:45

New Variations for Strategy Set-shifting in the Rat

Published on: January 23, 2017

The execution trap. Drawing a line between strategy and execution almost guarantees failure.

Roger L Martin1

  • 1Rotman School of Management, University of Toronto. martin@rotman.utoronto.ca

Harvard Business Review
|July 9, 2010
PubMed
Summary
This summary is machine-generated.

Strategy execution relies on all employees, not just top management. A "white-water river" model empowers employees, fostering better decision-making and improved organizational outcomes through feedback loops.

Related Experiment Videos

Last Updated: Jun 11, 2026

New Variations for Strategy Set-shifting in the Rat
09:45

New Variations for Strategy Set-shifting in the Rat

Published on: January 23, 2017

Area of Science:

  • Business Strategy
  • Organizational Behavior
  • Management Science

Background:

  • Traditional strategy execution models often fail due to a "brain vs. body" metaphor, alienating employees.
  • This hierarchical view neglects the crucial role of frontline employees in successful strategy implementation.
  • Rethinking strategy execution is vital for corporate success and employee engagement.

Purpose of the Study:

  • To propose an alternative metaphor for strategy execution: the "white-water river" model.
  • To illustrate how empowering employees enhances decision-making and customer satisfaction.
  • To outline a framework for effective choice cascading within organizations.

Main Methods:

  • Conceptual analysis of traditional strategy execution metaphors.
  • Development of the "white-water river" metaphor to describe strategy flow.
  • Identification of key communication and feedback mechanisms for effective strategy cascading.

Main Results:

  • The "white-water river" metaphor depicts choices cascading from top executives to frontline employees.
  • Empowering employees with decision-making authority improves customer service and satisfaction.
  • A four-step process (context setting, next choice identification, support, feedback) facilitates effective choice cascading.

Conclusions:

  • Shifting from a command-and-control to an empowering model enhances strategy execution.
  • Valuing downstream choices and encouraging feedback improves organizational knowledge and decision-making.
  • The "white-water river" model offers a more effective and inclusive approach to strategy realization.