This was a stimulating read and I'll be adding "High Output Management" to my reading list.

I've worked in organizations where the company strategy was poorly defined and this led to confusion and misalignment at the lower levels. I remember talking to some of my coworkers, wondering whether we had an issue with our executive team. It's interesting to think that it's not the role of the exec team to set strategy, and the issue may have been with the management layer below the exec team. Then again, maybe the problem was with the culture/value of diffuse ownership set by the exec team...