Irving Wladawsky-Berger, the former IBM executive who led its Linux and e-business strategies, teaches this session of MIT's ESD.57 Technology-based Business Transformation course from Fall 2007. The lecture covers how companies turn a technology strategy into operational reality, working through key internal factors that shape execution, how firms segment markets and applications to target investment, and the internal measurement systems and management review processes that keep a strategy on track once it leaves the boardroom. Drawing on his own experience steering large-scale corporate transformation, Wladawsky-Berger connects abstract strategic concepts to the concrete mechanics of running reviews and setting metrics inside a real organization. Running over two and a half hours, the session is dense with the kind of operational detail that separates strategy documents from strategy that actually gets implemented.