I learned at McKinsey that brilliant strategies fail in execution far more often than they fail in conception. The challenge lies in translating vision into executable plans that earn adoption at enterprise scale—what I call the difference between defining change and watching it fail. These pieces surface the practical mechanics: building North Star frameworks, aligning cross-functional sponsors, measuring what matters, and designing systems that pull people forward rather than push them through mandates. Read these when you need transformation strategy that survives contact with reality.