Strategy Implementation in Organizations: A Conceptual Overview (original) (raw)
Related papers
2017
Strategy is about designing and directing the journey which the company must take while it remains profitable. Strategy is about maintaining a sustainable business during changing market conditions. Accordingly, many studies have noted that the strategies often fail mainly at the implementation process. As well, most of the research addresses the importance of strategy formation and gave little importance to the implementation of strategies. So, this paper will address the implementation of strategies. Whilst a brilliant strategy can provide a competitive advantage for a business, only an effective implementation process will ensure this outcome. The formulation of strategy is usually a top-down endeavour. Implementing such a strategy requires synchronous top-down, bottom-up, and across the organisation activity. Many studies have discussed the problems in strategy execution for example, the role of senior management and their involvement can be very weak in strategy implementation;...
SOLUTIONS SUPPORTING THE STRATEGY IMPLEMENTATION - MODEL PROPOSAL
MANAGEMENT SCIENCES. NAUKI O ZARZĄDZANIU, 2019
The purpose of the article is to present the results of empirical research concerning solutions used in the strategy implementation process by companies recognized as effective in achieving their strategic goals. Based on the results of the research, a model for improving the strategy implementation process was proposed. In the theoretical part, the method of analysis and critical review of the literature was used. The technique used in the empirical study was PAPI. In order to investigate relationships, Cramer's V coefficient was calculated. The main findings of the study allow us to conclude that there are some specific solutions from the following areas: organisational structure, communication and motivation, cooperation, implementation tools and methods, and control, which particularly effectively support the strategy implementation.
11.Implementation of Strategic Planning in Organizations
The purpose of this paper is to review the implementation of strategic planning and the need to plan, develop, implement and evaluate the organization placed on the research. Moreover, it tries to investigate how managers in organizations need to be equipped with strategic planning. They also need to know how to develop and schedule the strategic planning to run properly. Having a type of so-called strategic thinking which consists of deep thinking beyond the macro, the macro, and the micro is a necessary requirement for strategic planning. This way of thinking is a dynamic, changing and changeable in planning and implementation. As a result, in the present paper, we have tried to take into consideration the effective factors which influence the implementation of strategic planning. More importantly, we will highlight the point that effective implementation of strategic planning is not feasible unless the managers follow a regular and a planned schedule.
Identification of strategy implementation influencing factors and their effects on the performance
2017
This paper investigates the factors that influence strategy execution in service organisations within both public and private sectors. The successful execution of the strategy is the key survival asset of the organisation. Many organisations could not maintain their competitive advantages, in spite of the existing process of drafting a strong strategy, due to lack of achievement in the strategy implementation stage. Leaders and top management of organisations must pay more attention to strategy implementation due to the higher failure rates that occur at this stage. For that, successful strategy implementation requires a better understanding of the relevant influencing factors that dictate that implementation's outcomes. The existing literature does not provide a rigorous and structured conceptualisation of these factors, or their influence on strategy implementation. Accordingly, we precisely explored the mechanisms and interdependent abilities of such factors and their impact to address the gap. In addition, this paper presents many factors, which usually are neglected and cause failure or effect on the efficiency severity industry. This article also shows how some factors are more important in certain industry and less important in other industry in the Middle East.
ARGUMENTA OECONOMICA, 2018
The literature on the strategic management emphasizes the essence and importance of both the good formulation and the proper implementation of the strategy. However, business practice shows that while companies have quite highly developed skills in the area of strategy formulation, at the same time they are characterized by a surprisingly low level of skills in the scope of the effective implementation of the strategy. Various factors that affect the effectiveness of the implementation process are mentioned, including poorly developed leadership skills among management staff, the improper allocation of decision-making powers, the incompetent communication of the strategy, the lack of ability to manage changes, and the lack of appropriate motivators associated with the strategy being implemented. It is worth considering whether the companies that achieve market success are also facing such problems in the strategy implementation process. This paper is based on the results of the research conducted as part of the project entitled " The implementation of the strategy in the organization – model, determinants and implications " 1. It presents five key problems faced in the strategy implementation process by small and large companies that can be considered to be effective in implementing their development concepts. It appears that the implementation of the strategy in such companies is usually hindered by two problems: " management staff overloaded with current problems " and " attention of employees focused on operational activities ". Most problems are associated with the changes occurring in the environment and the lack of appropriate motivators.
Strategic Implementation: Five Approaches to an Elusive Phenomenon
c Summary The traditional textbook approach to strategy implementation was to treat 'implementation' as an activity following 'formulation'. Usually, the topic was treated as a question of organization design, where systems and structures were manimdated in concert with strategic goals. More recent views treat implementation either as an issue of gaining prior group commitment through coalitional decision-making, or as a question of total organizational involvement through a strong corporate culture. This paper reviews the evolution of these approaches, developing four models to characterize them, and suggests a fifth one, with strategy emerging in an almost-implemented form from within the firm. In these days of international inflation, resource depletion and global interdependence, the strategic manager must either find or create increasingly sophisticated tools and models t o guide his enterprise. Content models of strategy developed over the last decade, which usually have either strong economic theory foundations or empirical grounding, are providing much of this sophistication (see, for example, on the other hand, have not advanced too far beyond common-sense formulations or the traditional business policy or strategic planning approaches developed at various business schools (Andrews, 1971; Ansoff, 1965; Drucker, 1954). This paper examines five process approaches used to advance the art of strategy implementation. The first bears close resemblance t o the traditional subject matter of business policy and/or strategic planning courses. It addresses strategic 'position' only, and essentially guides the CEO in charting his firm's destiny. Here, the CEO uses economic and competitive analyses to plan resource allocations in the achievement of explicit objectives. We call this the Commander Model, since it contains a strong normative bias toward centralized direction. The second approach deals explicitly with strategy implementation, and emphasizes how organizational structure, incentive compensation, control systems and so forth can be used to facilitate the execution of a strategy. Since it usually concerns the adoption of a new strategy, we call this approach the Change Model. The third approach concentrates on group decision-making at senior levels, and involves top management in the formulation process to secure commitment. Since it involves the consideration of multiple inputs to a group decision in which strategy emerges as a negotiated outcome, we call this approach the Collaborative Model.
Paper presents analysis of the management survey data, identifying the factors that influence strategy development and implementation. Paper describes significance of employee involvement in the strategy development process, defining incentives for employees, creation of activity plan, regular overview of achieved results and necessity of revision of the strategy-contrasting the usage of such approaches to overall success of the strategy implementation. Analytical part provides a management-performed self-evaluation of strategy implementation process and by the help of performed factor analysis and GLM ANOVA analysis indicates such key factors as – creation of activity plan for strategy implementation; regular overview of the strategic plans; making strategy accessible to employees and motivation of management to cascade the tasks-that influence efficient strategy implementation process.
2016
The pedantic strategy is one of the key elements of any cooperation's success. However, the implementation of the strategy is very important; as often strategy fails during the implementation stage. The implementation of the strategy is a daunting task as it faces many challenges in today's organizations, which endeavor to achieve improved performance. Literature suggests that there are more contributions on strategy formulation comparatively on strategy implementation. Strategy formulation and implementation have become more important than ever. However, strategy formulation in organizations is the devising of a unique and valuable locus connecting a variable set of actions. Meanwhile, strategy execution is the interpretation of selecting a strategy for organizational action to accomplish strategic goals and objectives. Literature supports the view that strategy formulation and strategy implementation cannot be achieved by senior management alone. It requires both internal employees and external suppliers of the firm to cooperate. The culture, beliefs values and behaviors are also other key factors which need to be considered while making and executing the strategy, especially in the middle east region. This paper will discuss the key factors of the implementation of the strategy and adequate organizational culture, along with the literature review on the strategy implementation by using a systematic search process.
Development of Business Strategies
2012
The classical management approach focused on the increase of productivity which even at that time could not had been realized without setting objectives and elaborating plans. In Taylor's era, however, analyses were primarily focused on solving internal problems of the organizations; structure design, organization, performance evaluation and control had become the focus of attention. In general, short-term, operative goals had been set and the implementation of them had been tried to be achieved. The term "strategy" came much later into the focus of attention, only in the 1950s. After recognizing the importance of strategic planning, strategic management has become the most important concept and tool of the corporate governance under competitive conditions. The theory and methods of strategic management have been greatly evolved over the past decades and now strategic management can be considered as the starting point of several new disciplines. But the views on strategies have been also changed: new theories have been developed for the systematization and for their implementation. The presentation discusses the main stages and approaches of the strategic thinking. It deals with the divergences and branching of the strategic management and the professional areas starting thereof. Finally, it attempts to form groups of the existing strategy development approaches.
Pitfalls on strategy execution of an organization: A literature review
Belay Getachew Girma, 2022
The purpose of this study is to explore the pitfalls on strategy execution of an organization as organizations often unable to meet objectives and most likely fails, and this is normally attributed due to the inefficiency on the strategy implementation process. To address this gap, the research employed a deductive approach with exploratory research design by focusing on qualitative data as a systematic review of theoretical and empirical studies are more vital for this type of research. The study focused on a systematic literature review (SLR) of 22 peer-reviewed theoretical and empirical studies. By using a review and generalization of the existing approaches followed by synthesizing with relevant model portrayed organizations seriously faced a challenge on implementation phase and the inability to properly address the pitfalls on strategy execution process costs a lot especially to senior and top executives as they are primarily responsible for the successful execution of an organization strategy. Hence, organizations shall establish a clear evaluation system and sense of ownership for successful implementation of a strategy. As a future direction the paper also identified that a more indepth and field work research in an organizations are vital in order to examine and address the challenges on the implementation phase. Keywords: pitfalls, strategic management, strategy formulation, strategy execution, strategy evaluation