By Lin Coughlin | Great Circle Associates | Member since 2002
Senior leaders rarely have a problem developing a strategy. Most have clear priorities, capable teams, and strong plans; execution is where things break down.
C200 Member Lin Coughlin explores this in our new Forbes article, showing how enterprise performance often depends on something less visible: whether leaders can align work across functions.
Strategy stalls when marketing, finance, operations, and sales optimize their own goals but no one integrates the whole.
Her article outlines the leadership disciplines that make cross-functional teams effective. Constructive disagreement improves decisions. Visible accountability sustains momentum. And in matrixed organizations, influence frequently matters more than authority.
For executives navigating hybrid teams, AI-accelerated workflows, and constant change, the ability to coordinate action across the enterprise has become a leadership requirement.
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