We're going to spend some time talking about strategy in organizations. In other words, we're going to focus today on strategy execution, and one way of thinking about that is, we might think of strategy execution as sort of having three essential pillars or components. Right, so first of all we've spent a lot of time talking, focusing on strategic analysis. We've focused on a lot of analytical frameworks and tools that you can use to sharpen your analytical thinking. So that's where we've spent a lot of our time as we focused on strategy for good reason. But we're going to switch gears at this point to talking more about the practical application, right? So in other words, how does strategy get set? How does it get implemented in organizations? How does that really work? So as we switch gears, I think there's a couple of things for you to keep in mind. So first of all, when we think about the analysis part, the part that we've spent most of our time talking about, it turns out that good strategic analysis is something that you can do alone. Again, we've focused on different tools and frameworks and a way of integrating the insights from those different perspectives in order to sharpen your strategic thinking and help you see things strategically that you might not have seen, if you didn't structure your thinking in a more analytical way. So that's all great, but it is true that that's something you can just do solo, it's something you can do on your own, but at this point we need to have a different kind of conversation about strategy, because of course, for the most part, individuals don't set and implement strategy by themselves, right? So at this point, it's important for us to think about how does it actually get done? What's that like? It's useful for us to think about who's responsible for setting strategy. How does strategy get set and implemented in organizations? So here we're going to focus on things having to do with strategy setting processes, and corporate governance, and that sort of thing. So as we do so, we're going to focus on a slightly different set or a different type of question or questions than we focused on previously. So here's some examples. I mean, we're going to focus on who's responsible for strategy? How does strategy, again, how does it get set and implemented in reality in organizations? What sort of things facilitate more effective strategy execution, and what are the challenges, what are the problems and the difficulties and the risks involved? What are some different ways to approach strategy formulation? We'll focus a bit on that. What is governance, organizational governance, corporate governance, what does that have to do with strategy? So, you know, these are the kinds of questions we're going to focus on as we begin to move away from more of the strategic analysis into kind of the execution, the formulation and the implementation aspects of business strategy.