The player studied here is a global industrialist, hereinafter referred to as NEW The difficulty in improving NEW's margin and generating organic growth is not so much a problem of strategy as of strategy execution The root causes of strategy non-execution are at such a deep level that the usual approaches fail: these causes involve "culture", historical behaviors, collective beliefs; they affect the historical business model. A 'deep diagnosis' is necessary to enable a lucid identification of the dynamics that teams are collectively trapped in. This diagnosis allows the identification of remarkable motives. These motives are as many nodes of complexity to be dissolved. The vicious circles generated by historical habits are part of these remarkable patterns.