Kim and Mauborgne are clear that a great blue ocean strategy is worth nothing if it cannot be executed. And execution is hard in ways that are different from the challenge of developing the strategy. They identify four hurdles that block implementation. The cognitive hurdle: people inside the organisation do not believe change is necessary. They are used to doing things the current way and do not see or feel the urgency that leadership sees. The resource hurdle: even if people understand why change is needed, the organisation does not have the resources to execute it. The motivational hurdle: people understand the change and have the resources but lack the motivation to make the uncomfortable transition. The political hurdle: powerful internal or external forces resist the change because it threatens their interests. Tipping point leadership is the approach Kim and Mauborgne recommend for overcoming all four. The key insight is that you do not need to move the whole organisation. You need to find and focus on the people and moments that have disproportionate influence. For the cognitive hurdle: do not argue with data. Take sceptics to see the reality directly. For the resource hurdle: redistribute existing resources to priority areas rather than asking for more. For the motivational hurdle: find the key influencers within each group and focus energy on them. For the political hurdle: identify the most powerful ally who would benefit from the change and build support through them before making the move public.