The ability to formulate and implement strategy is the most important enabler of sustained organizational success. Strategy, at a basic level, digested into formulation, planning, and execution, is a simple proposition. Strategy in the real world, however, is never straightforward and simple and it is nearly always a complex, challenging, and multifaceted journey fraught with pitfalls and ... [Show full abstract] opportunities for failure. The vast majority of organizations do not do strategy well. This paper provides an examination of strategy and the strategy process derived from a study of organizations in both the public and private domain. The examination begins with defining strategy and why it is important. It continues with an examination of strategy failure factors, and it concludes with a presentation of the Dirty Dozen keys to strategy success. Statistics and history show that most organizations fail at strategy. They also show that the most prevalent reasons for failure are failure of strategic leadership and failure to execute an otherwise valid strategy. Organizations do not have to be part of these statistics and part of the history of strategy failure. Managers must embrace the "Dirty Dozen," adapt them to their organization and environment, and get on the road to strategy success.