Strategy Implementation Problem
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STRATEGY IMPLEMENTATION PROBLEM
“The strategic planning is good, but the implementation of the strategy is problematic," that's the phrase we often hear. Strategic planning can be good because we have abundant literature clarifies strategic planning in our scientific treasures. On the other hand, strategy implementation is problematic because the literature that clarifies the problem of implementing each strategy is scarce. The book that discusses the problem of implementing strategy, especially in the context of discussion based on research, does not even exist yet. To fill this tremendous gap is one of this book’s objective. After carefull examination, I can share that there are at least three entry points if one wants to further understand strategy implementation. The first entry point is understanding number of factors that support the implementation of a strategy where these factors must be studied, mastered and possessed for the strategy to be successful. The second entry point is understanding that there is a framework or model that must be followed if we want to be successful in implementing strategy. The framework or model must be studied, mastered and followed so that the strategies that have been made are correctly implemented and the results are successful. The third entry point is to realize that there are a number of problems that are obstacles to the implementation of the strategy. These inhibiting problems must be studied, understood and overcome so that the strategy does not fail to implement and be successful. Each entry point above requires understanding because it has its own complexity. This book you are reading has a third point of entry. This book helps you learn and understand the factors that hinder the implementation of the strategy so that your strategy does not fail or reverse its achievement. This book helps you avoid failing to implement strategies that are very, very easy to find in any organization. Read this book to help you have systematics when deciphering what problems cause poor implementation of a strategy.
How to Resolve the Strategy Implementation Problem
Author: Nader Arvand
language: en
Publisher: LAP Lambert Academic Publishing
Release Date: 2014-02
To execute the strategy implementation more effectively, this study proposes an integrated model combining the resource-based view of 'McKinsey 7S' and the industrial organization point of view. The model was tested through collecting primary data from employees of a disguised transformer manufacturer (TRANSCO). The findings prove that neither the resource-based nor the industrial organization is effective independently towards solving the strategy implementation problem, although the study suggests that the resource-based view is more reasonable than the industrial organization viewpoint. Indeed, the model of this study, which combines both viewpoints by employing the strategy formulation and the balanced scorecard, offers a more comprehensive solution and contributes to resolving the most difficult stage of strategic management-strategy implementation.
Strategy Implementation Problems in Small and Large Companies - Similarities and Differences in Light of the Research Results. Lessons From the Polish Experience
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”. 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.