Why most strategies never make it from the boardroom to the daily work, and the four tests that separate a document from a direction.

Why the accounts your best people are proudest of are so often the ones that stop growing, and what turns a relationship into a plan.

Why the pipeline everyone reports against and the pipeline that is actually true are so often two different documents, and what closes the gap.

How to tell whether your commercial results depend on a system, or on the two or three people who always figure it out.