In the previous two chapters we examined six of the managerial tasks important to good strategy execution and operating excellence—building a capable organization, marshaling the needed resources and steering them to strategy critical operating units, establishing policies and procedures that facilitate good strategy execution, adopting best practices and pushing for continuous improvement in how value chain activities are performed, creating internal operating systems that enable better execution, and employing motivational practices and compensation incentives that gain wholehearted employee commitment to the strategy execution process. In this chapter we explore the two remaining managerial tasks that shape the outcome of efforts to execute a company's strategy: creating a strategy-supportive corporate culture and exerting the internal leadership needed to drive the implementation of strategic initiatives forward and achieve higher plateaus of operating excellence.