Roland Berger Inc. (Minato-ku, Tokyo, Representative Director: Yuzuru Ohashi, hereinafter "Roland Berger") conducted the "5th Survey on Awareness of Listed Company CxOs and Heads of Corporate Planning" targeting 200 CxOs and Heads of Corporate Planning at Japanese listed companies regarding the difficulties of strategy execution in the generative AI era. Now that the cost of "drawing" strategies has dramatically decreased with generative AI, what differentiates companies is not the ability to draw strategies, but the ability to execute them and turn them into results. In this series, we will explore why strategies are not executed and what distinguishes organizations that can start and complete them, based on survey data, with the theme of "strategy execution" in the generative AI era. Part 1 | The focus of management issues shifts from "formulation" to "execution" Part 2 (This article) | What Stops Strategy Execution: "Organizations That Can't Decide" Part 3 | The key is the transition to an "Agile Organization" Part 4 | Utilizing external partners as "accelerators" For the previous "4th Survey on Awareness of Listed Company CxOs and Heads of Corporate Planning," please click here. There are three main points from the survey results: 1 Only about 40% of projects have clearly defined decision-making authority and roles, while projects with clearly defined roles have about three times the completion rate. 2 When sufficient authority is not given to the front lines, decision-making tends to stagnate, and the completion rate decreases. Projects where authority is delegated to the front lines have a 13-point higher completion rate. 3 The biggest factor determining success or failure is the leadership of front-line leaders. The absence of leadership is about five times more common in failed projects, and leadership is demonstrated about 1.3 times more often in successful projects. *High-performing companies in this survey are those that responded that their company's sal