 To build a great business strategy, we begin by asking questions. At the end of that process, we end up with answers. We point those answers at the future and we call it strategy. Case closed? Not quite. In a survey of leading global organizations, 9 of 10 respondents reported not achieving all of their strategic goals. That's a lot of missed marks, hundreds of millions of dollars worth. Perhaps strategies fail because when it comes time to execute, leaders aren't asking the right questions. Questions like, who is accountable for strategy execution? Are design and delivery siloed? Or are they intertwined? Does strategy delivery connect back to strategy design? Do the people tasked with bringing it to life understand and agree with it? Is our strategy simple, bold, and focused? Are we flexible? Can we adapt to change? Does our plan account for rapid feedback from customers and competitors alike? Is this working? And if the answer is no, are we failing? Or are we failing to learn fast enough? Is business strategy only about finding the right answers? Or is it also about asking the right questions every step of the way?