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Asserts that top management needs to be aware of both high and low consensus among their management teams in terms of commitment to what they say they are doing in the organization. All too often leaders in organizations who are conditioned by repetitive refrains of hearing the “customer is number one” come to believe it and fail to evaluate the extent to which it is actually operative in the firm. Attempts to give a background for strategic management and organizational effectiveness and to relate a current observation to answer the question: do we do what we say we do? Emphasizes the importance of strategic management and organizational effectiveness. Presents an array of organizational effectiveness concepts that relate to strategic management processes. Uses data from a New York Stock Exchange listed company with more than 1,500 employees to investigate the level of commitment and consensus among the top management team, and presents the findings.