A CEO with a fundamentally weak organization is no better at delivering on the promise of their strategic plan than a star quarterback is at throwing touchdowns while on their back. The experiences of my 30+ year career have taught me that business success is largely determined by how well a team executes business fundamentals. Blocking and Tackling controls the line of scrimmage and a team’s skill in these areas often dictates the outcome.I was fortunate to discover the Project Management profession in the mid-90’s before its value was largely understood and very few knew was a PMP was. The PMBOK Knowledge Areas provided me with a framework for addressing business problems in a crossfunctional, outcome-based manner. I have since supplemented this foundation with Six Sigma and Lean certifications that taught me to identify and eradicate process inefficiencies. My operating theory is that people want to be successful and providing them with a framework for success creates the environment for desired outcomes. If people understand their role, and how it fits into the operation of the team, they will be diligent in realizing success. Conversely, if they are not clear on their role, don’t have the needed tools and/or don’t know how to plug into the team, even tremendous effort will only be marginally effective.As an Executive, I focus on providing this framework. At the management level, I individually tailor my approach. At the organizational level, I focus on pervasive structural issues that will hinder the organization until they are sufficiently addressed. An example of the former is weekly mentoring to address area-specific topics. An example of the latter is moving a PMO from a planning centric approach to an agile approach which transformed the planning effort into tangible execution activity.If you are a like-mined professional, I would welcome an opportunity to discuss your approach and experiences. Please reach out to establish a time for this discussion.Stan Bryantsdbryant3001@gmail.com