Why do ceos fail while translating strategy into action?

Abstract

CEOs, corporate heads of strategy or shareholders are often connected with creating strategies that determine firms’ future. Many of them are brilliant strategic thinkers. Sadly, most of them are terrible at understanding how to put that thinking into a strategy process that awakes the whole organization. The biggest challenge is not formulation but rather implementation. Therefore, why do CEOs only talk about strategies and create strategy frameworks instead of turning them into action?