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Bossidy and Charan add, Several weeks later the board did indeed fire him. Most likely, the next CEO will go back to the drawing board and create a new strategy. But Bossidy and Charan think the problem lies elsewhere. For them, the strategy itself is not often the cause. Strategies most often fail because they aren t executed well. So which is it, strategy or execution There is a third possibility, too: the method of creating strategy. Meetings, benchmarking, metrics, and McKinsey may not be enough to come up with a strategy in the first place. In the art of what works, resolution comes out of coup d oeil. That is, the company s staff executes well precisely because people see what they need to do and why it can work. The conventional method of strategy consulting divorces coup d oeil from resolution. The consultants have the coup d oeil, but the staff must have the resolution. That s not how strategy succeeds. Like a classroom case, the conventional model of strategy consulting mostly leaves out the company s staff. The doomed CEO discussed by Bossidy and Charan brought in people from all the divisions, but how you include them makes all the difference. Does the strategy come from McKinsey or from the staff members themselves And in that question whose strategy is it lies a secret of success.

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Let s take a closer look at McKinsey. For that we have an excellent guide, Ethan Rasiel, author of The McKinsey Way and coauthor with Paul Friga of The McKinsey Mind.5 Rasiel is a former McKinsey consultant. His first book mostly describes McKinsey s methods, and the second book gives tips on how to use them yourself. In The McKinsey Way, we learn the three major steps of strategy consulting: thinking about business problems, working to solve business problems, and selling solutions. Thus, the first thing you do is think. That s fine, if we remember that Finkelstein and Hambrick s research in Strategic Leadership showed that Strat-

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egists combined thinking and intuition. Does the McKinsey method do the same Not quite. The McKinsey problem-solving process combines very careful, high-quality analysis of the components of the problem with an aggressive attitude toward fact-gathering. Analysis plus facts: that s the formula. So, any McKinseyite will tell you that no business problem is immune to the power of fact-based analysis. Do McKinsey s facts and analysis leave room for intuition Rasiel tells us that facts compensate for lack of gut instinct. It seems that most McKinsey consultants are generalists who know less than the specialists in the companies they assist. The folks who have been running the distribution operations of Stop & Shop for the last 10 years know more about inventory management practices for perishable foodstuffs than any McKinseyite can. Gut instinct will let those Stop & Shoppers solve an inventory management problem in 10 seconds, whereas McKinsey will go to the facts first. Curious. Gut instinct seems to be better than facts, but facts win because that s what McKinsey consultants can master. And note that McKinsey seems to be competing with the gut instinct of the Stop & Shop experts. Why not work together instead Because not all company staff members are so expert. It s true that with years of experience, as you see and solve more problems, you get a fair idea of what works in your industry and what doesn t. However, Rasiel quotes a former McKinsey consultant, now a merchant banker:6

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A sharp manager with a lot of business experience can often reach the same conclusions as McKinsey and in a much shorter time by gut instinct, but most executives aren t that good.

In a well-insulated house with thermal-pane or storm windows, air leakage is the greatest source of heat loss. To conserve energy further by reducing the cold-air infiltration during the winter and the loss of air-conditioned air in the summer, the movable joints (such as those around windows and doors) should be weatherstripped, and the fixed exterior joints should be caulked. (See chapter 5 for types of caulking compounds.) Check windows and doors for weatherstripping and tightness of fit. Loose-fitting windows and doors not only lose heat but result in uncomfortable drafts. All window sashes, exterior doors, and interior doors or hatches leading to unheated areas (such as an attic, basement, or crawl space) should be weatherstripped on their sides, tops, and bottoms. Periodically check the condition of the weatherstripping. Over the years, some types of weatherstripping will wear, tear, crack, and generally deteriorate so that replacement is required. The condition of the caulking on the exterior joints should be checked during your energy audit. Specifically, look at the joints (1) between the exterior siding and the window and door frames, (2) at the inside and outside corners formed by the exterior siding, (3) just under the bottom side of the exterior siding

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