When Boards Approve Strategy Without Governing Its Execution

Drawing on a survey of 340 directors where 60% ranked oversight of strategy execution as their top improvement area, this article argues board approval should be a 'starting gun' not the finish line, since the numbers that unravel first are often the ones nobody monitored after the vote. It recommends oversight that tracks execution and mobilization, not just outcomes—useful discipline for boards that sign off and move on.