The task of top executives in making corrective adjustments includes being good at figuring out whether to arrive at decisions quickly or slowly in choosing among the various alternative adjustments and acting promptly to replace managers who struggle in ramrodding corrective actions through to a successful conclusion deciding how to identify the problems that need fixing, deciding how fast to implement corrective actions, and deciding who should be responsible and accountable for undertaking the corrective action successfully deciding whether to try to fix the problems of poor strategy execution or simply shift to a strategy that is easier to execute correctly. accurate analysis of the circumstances causing unacceptable performance, the exercise of good business judgment deciding when corrective adjustments are needed and what adjustments to make, and good implementation of the corrective actions that are initiated $.$ knowing when to continue with the present corporate culture and when to shift to a different and better corporate culture, trying to build a quick consensus among members of the executive inner circle about what corrective action to take, and giving inspirational speeches to company personnel that quickly mobilize organizational energy behind the drive to implement the chosen corrective actions