SARAH GREEN CARMICHAEL: And this is helpful, because I think it’s bringing us towards another big point that you make in the book, that the companies that you studied who close the strategy-execution gap really do build their own capabilities and leverage those instead of trying to copy other companies’ capabilities. SARAH GREEN CARMICHAEL: I don’t want to pick on a particular company here, but at the same time, things come to mind like Six Sigma or Kaizen or some of these sort of management trends that we’ve heard over the years that have become enormously popular, and then later on, critics sort of come and say, well, that really only worked at the company that developed them.