The old strategic review process had also been an impediment to collaboration among P&G’s businesses and functions. If the hair-care category president came into the review seeking only to defend his strategy and avoid any criticism, he would be less likely to talk openly about how the hair-care choice cascade fit with the choice cascade for skin care or home care. Nor would senior leadership be inclined to force the issue. Yet such discussions are vital. Without firsthand experience with just that type of dialogue-knitting together various choice cascades across a corporation emerging leaders can’t develop their strategic integrity muscle, and senior leaders get less practice doing so as well.