Its questions not answers , that's the key by Prof.Bob Simons

1. Who Is Your Primary Customer?

The first imperative—and the heart of every successful strategy implementation—is allocating resources to customers. Continuously competing demands for resources—from business units, support functions and external partners—require a method for judging whether the allocation choices you have made are optimal.

Therefore, the most critical strategic decision for any business is determining who it is you are trying to serve. Clearly identifying your primary customer will allow you to devote all possible resources to meeting their needs and minimize resources devoted to everything else. This is the path to competitive success.

It's easy to try to duck the tough choice implied by the adjective primary by responding that you have more than one type of customer. This answer is a guaranteed recipe for underperformance: the competitor that has clarity about its primary customer and devotes maximum resources to meet their specific needs will beat you every time.
2. How Do Your Core Values Prioritize Shareholders, Employees, and Customers?

Along with identifying a primary customer, you must also define your core values in a way that ranks the priority of shareholders, employees, and customers. Value statements that are lists of aspirational behaviors aren't good enough. Real core values indicate whose interest comes first when faced with difficult trade-offs.

Prioritizing core values should be the second pillar of your business strategy. For some companies, shareholders come first. For others, it may be employees. In other companies, it may be customers. There is no right or wrong, but choosing is necessary. To illustrate this point, I'll contrast Merck's $20 billion decision to pull Vioxx from the market with Pfizer's decision to continue marketing Celebrex.
3. What Critical Performance Variables Are You Tracking?

Once you're confident that the foundation of your implementation is sound—you've allocated resources correctly and provided guidance for tough decisions—it's time to get everyone who works for you focused on the job at hand.

Tracking performance goals—the third implementation imperative—requires you to set the right goals, assign accountability, and monitor performance. It's easy to fail this imperative by focusing on the wrong performance indicators or monitoring scorecards that have an overload of irrelevant measures. Underperformance is the result.

It's your job to ensure that your managers are tracking the right things by singling out those variables that spell the difference between strategic success and failure. Like the preceding two questions, the focus in this question is again on an adjective, this time the word critical. I will show you a simple but counterintuitive technique that you can use to be sure you're tracking the right things, and I will describe how companies such as Nordstrom and Apple illustrate some unorthodox performance measurement choices that provide the pathway to superior results.
4. What Strategic Boundaries Have You Set?

Every strategy brings with it the risk that an individual's actions will pull the business off course. Here again, it's easy to fail to inoculate the business against this risk. As we will see, the trick is in setting clear boundaries.

Controlling strategic risk is the fourth implementation imperative. Strategic boundaries—which are always stated in the negative—ensure that the entrepreneurial initiative of your employees aligns with the desired direction of the business. Strategic boundaries can also protect you from the types of errant actions that destroyed Enron and brought financial service firms such as Fannie Mae and Lehman Brothers to their knees.
5. How Are You Generating Creative Tension?

Once you're satisfied that you are tracking the right performance goals and controlling strategic risk, it's time to turn to the fifth implementation imperative: spurring innovation. This imperative is woven into the fabric of every healthy organization, and we all know that companies that fail to innovate will eventually die. No company is immune.

But sustaining ongoing innovation in organizations is notoriously difficult. People fall into comfortable habits, sticking with what they know and rejecting things that cause them to change their ways.

To overcome such inertia, you must push people out of their comfort zones and spur them to innovate. I will provide a menu of techniques you can use to generate creative tension to ensure that everyone is thinking and acting like a winning competitor.
6. How Committed Are Your Employees to Helping Each Other?

For most companies, it's critically important to build norms so that people will help each other succeed—especially when you're asking people to innovate. But there are exceptions. Some organizations can, and should, be built on self-interest, with every man or woman working for him- or herself.

I suspect that the choice between commitment to help others and self-interest is deeply ingrained in your organization, yet has never been discussed. But if you haven't addressed this choice explicitly—and worked to make it happen—you have increased the potential that your strategy implementation will fail.

Building commitment is the sixth implementation imperative. I will offer a menu of techniques to foster commitment to achieving shared goals. Or, if rewarding self-interest is more appropriate for your business, I will explore alternative approaches you should employ.
7. What Strategic Uncertainties Keep You Awake at Night?

No matter how good your current strategy is, it won't work forever. There will be booms and busts, customer preferences will change, competitors will introduce new products, and disruptive new technologies will emerge in unexpected places.

This brings us to the final implementation imperative: adapting to change. Adapting is critical to survival, but it's extremely difficult to do. With change constantly surrounding us, employees often do not know where to look or how to respond.

I will consider the techniques that companies such as Johnson & Johnson use to search for new information and ideas as markets inevitably change. Your personal attention is the critical catalyst to focus your entire organization on the strategic uncertainties that keep you awake at night. After all, everyone watches what the boss watches. I will discuss how you can use this principle to guide the emergence of new strategies for the future.http://hbswk.hbs.edu/item/6493.html?wknews=112210

My paternal family tree -Who am I ?

My paternal family tree -Who am I ?

James Robert an adult Indian and his brother William came from St.Vincent illegally to Trinidad on or about 1895, entering at Icacos and then moved to Penal. Kitwara Sebastian a bound Indian from Usine St.Madeline living in Fyzabad had a daughter named Moongia.

James Robert , 25 years old married Moongia who was 14 years old and moved from Penal Road in the south of Trinidad to Boscia Village number one in the de Boscia estate in the north of Trinidad, and converted to Roman Catholism. While in Boscia, James and Moongia had eleven children, the oldest child was Agatha Samaria Roberts.

Gobin Seecharan 35 years old, his son Michael Gobin Seecharan age 5 years, and his father’s brother came from India on or about 1885 and did their bound (indenturedship) at Castle field. At the end of their bound Gobin Seecharan married and lived in Penal. While doing bound, Gobin Seecharand and Bagwansingh become friends and were given government jobs in Port of Spain where they meet James Roberts. Gobin Seecharand was the gardener for the Colonial House and Hospital.

Gobin Seecharand’s son, Michael married James Roberts’s daughter, Agatha and had two children, the first Lachman Gobin Seecharand and a girl, Cecilia Gobin Seecharand (my paternal grandmother).

Here is the great evil and tragedy of this family story. Bagwansingh borrowed money from Gobin Seecharand with James Robert as the witness to the IOU. Gobin Seecharand sued Bagwansingh in the court to get his money and James Robert committed perjury on behalf of Bagwansingh, his friend. Gobin Seecharand sued James Roberts for perjury and this was the end of Gobin Seecharand with James Roberts.

Michael Gobin Seecharan for whom the money lent to Bagwansingh was to be given to purchase a home was very annoyed at his father in law, James Roberts and wanted revenge. Michael and Agatha rented a home in Boscia from Master Andre de Boscia Esq, the white former slave owner of the large Boscia estate and rental compound Boscia village number one, where the Roberts lived as one of only ten Indian families among former Negro slave owners and free Negro slave families.

Michael left Agatha and their two children, moved from Boscia to Arouca to live with another women Carmen, who was a Muslim. Michael came after three months with a letter to Agatha his estranged wife asking for his son Lachman as his father Gobin Seecharand was ill and close to death and wanted to see his grandson.

Michael Gobin Seecharand took his son Lachman, and sold him in a rum shop for $5 to a Muslim man with Ramgolie ( the rum shop owner) acting as the broker in Curepe, getting his revenge on the Robert's family. After a few months had past, Michael told Agatha that their son Lachman had died at his father’s Gobin Seecharan estate. Agatha screams of horror could be heard several streets away as she fainted and never was the same. Agatha never after this loss of her son allowed her infant daughter Cecilia out of her eyesight.

In the interim , James Roberts was annoyed at his son in law , his daughter , Agatha and granddaughter because of Gobin Seecharan action in court against him for perjury, so he evicted Agatha and her young daughter from their home, which he provide for them when Michael left the young family.

Agatha was about 18 years old and her daughter was about three years old when her maternal uncle from Fyzabad put them into a home in Boscia. Agatha and her daughter worked as garbage removers for the homes in the Maraval hills. James Roberts and Moongia had ten other children after Agatha.

Agatha concerned about being a woman with a child alone, took and lived common in law with Sookhan who was 20 years older. Cecilia was raised by Sookhan and he was the father in her life. Michael Gobin Seecharan had died in a vehicle accident in Santa Cruz when his truck went into the river. Michael was a lorry driver for Custom & Exercise and carted vegetables and fruits to the warehouse from the Port of Spain wharf.

Lachman Gobin Seecharan was renamed Rahamuth Ali and grew up with the childless elderly muslimman and his wife who were bound Indians and lived in Curepe. Rahamuth Ali lives in Curepe as a practicing Muslim and built a successful career as a Coconut vendor around Queens Park Savananah. I lived with Uncle Rahamuth at his home on Lyndon Street Curepe while attending the University of The West Indies, in my undergraduate studies for Pre-Medicine.

http://www.youtube.com/watch?v=W4D5hRlDvYQ

Cecilia and her step father Sookhan Sagarr and his common in law wife lived in Boscia. At the age of 14 years Cecilia second cousin Sookraj who was 35 years old wanted to marry her. Cecilia wanted to marry Sookraj however James Robert intervened.

The following year at St.Patrick RC church in Newton Cecilia was married to Harry Nidhu from Tunapuna. Sookraj then married Cecilia's cousin.

Cecilia and Harry moved to Tunapuna where they lived as husband and wife for three months. Harry Nidhu died from asthma complications. Cecilia remained in Tunapuna with her mother in law.

While collecting water in Tunapuna for her mother-in law, the 16 year old widow Cecilia Nidhu was spotted by Andrew Ramon Matadeen, ( my paternal grandfather) a 40 year old estranged for five years from his wife Winifred nee Maharaj. Winifred left her husband Andrew Matadeen after seven years of marriage due to spousal abuse which resulted in losing a baby. There were no other children for Andrew and Winifred. Winifred ran away with Andrew’s nephew. Winifred was considered to be a beautiful woman.

John Matadeen and Dorcas Matadeen were Indians living in Venezuela with six children in 1900. The family were farmers in Maracaibo close to the lake. The names of the six children were Frank, Andrew , Josephine, Rita, Rosa and Abrigo.

While drawing water for the family crops Abrigo was taken by an adult caiman alligator at the water edge, and his young body was later found among the water reeds. The Matadeen family were traumatised by this event and migrated in 1908 to Tunapuna Trinidad West Indies. John Matadeen worked for Rev. Dr. John Morton the Canadian missionary as his gardener. Rev. Morton and his spouse took a keen interest in the young Matadeen family and soon the entire lot converted to Presbyterianism. John and Dorcas Matadeen's family is one of the first Indian families to attend the Aramayala Presbyterian Church in Tunapuna.

Frank Matadeen and his siblings attend the Presbyterian school and Frank went on to become a dentist and returned with his sister Rita to Caracas Venezuela, where to this day the family continues. Rita returned to Trinidad after the death of her husband in Caracas just after WWII.

Andrew Matadeen was not interested in continued education like his elder brother and after getting a primary school education went to work in the warehouse in Port of Spain, ending up as a warehouse foreman for Kirpalani Store in Port of Spain.

Andrew Matadeen inquired as to where the young widow lived, Cecilia. Her mother-in-law Ma Nidhu concerned about her 16 year old daughter-in law, sent her from Tunapuna to Agatha and Sookhan home in Boscia.

Andrew Matadeen came to the home of Agatha and Sookhan in Boscia, but Sookhan was not there. Agatha told Andrew to leave before Sookhan comes that her daughter Cecilia is not interested in him.

Andrew Matadeen persisted and returned with his father , John, mother Dorcas, elder sister Josephine and meet with James Roberts and Sookhan . After a year on her 17 th birthday, Cecilia was given under Hindu rites to Andrew (41 years) as a wife. Andrew was still married in the Presbyterian Church to Winifred, his estranged spouse living common in law with his nephew.

When Winifred died several decades later and Andrew was on his deathbed then he married Cecilia under Presbyterian rites on June 13, 1978. Cecilia and Andrew had Victor Matadeen (my father), Randolph Matadeen, Joyce Matadeen, Fred Matadeen, Ann Matadeen, Peter Matadeen and Merle Matadeen.

Dharrie Ramdansingh from Barrackpore wanted to purchase a fridge so he went to Kirpalani Store in Port of Spain and purchased one. Andrew Matadeen was to deliver the fridge to Samuel Roopchand , Ramdansingh’s brother in law living in Charles Street Gasparillo. When arriving at Roopchand’s home in Gasparillo to drop the fridge, Andrew Matadeen noticed the picture of Bernice Roopchand , Samuel and Nellie’s daughter on the wall of the living room. Andrew told Ramdansingh that his son Victor Matadeen , the eldest , would be a good match for Bernice. Ramdansingh spoke to Samuel his brother in law and Nellie about Andrew Matadeen’s son Victor Matadeen. Victor Matadeen was 23 years old and Bernice Matadeen was 24 years old. Victor Matadeen was educated at Hillview College and after graduating with senior Cambridge exams worked as postman in Curepe, while Bernice Roopchand was helping run the family business, a rum shop as well as was studying nursing and express a desire to embark to England to join her cousin Polly Ramdeen who had gone the year earlier to England to continue her studies in nursing. Polly remained in England and returned to Trinidad a couple of years later to start a family. In 1965 August 7th, Victor and Bernice were married at Susamacha Presbyterian Church in San Fernando.

Both Victor and Bernice had other persons of interest in their life however the force of personalities of the parents overrode any dissensions that Victor and Bernice had. Samuel Roopchand was against the marriage to Victor but Nellie was for it . Nellie got a broken finger in a beating from Samuel for agreeing to the marriage to Victor.

I was born premature by seven weeks on November 11, two years later at San Fernando General Hospital, named Adrian Kern Delon Matadeen, first child of Victor and Bernice Matadeen and spent the first year of my life in the hospital attached to machines helping me live.