Not having the right level of direction lands us in the build trap. Teams are given instructions that are either too prescriptive or too broad. Executives will get too far into the weeds, managing by authority and not allowing autonomy. Or teams could, as Bloom mentioned, be given so much freedom they are unable to act. That is why strategy deployment is key, from a product development perspective. There are many examples of strategy deployment across organizations. OKRs is a type of strategy deployment used by Google. Hoshin Kanri is a strategy deployment method used by Toyota.
