STRATEGY IMPLEMENTATION

Implementation and control of organization are the two last phases in the strategic management process. I shall begin by discussing the essential aspect of organization strategy implementation. Control of organization strategy will be discussed later in Part II.

Strategy formulation and strategy implementation - which is how strategy is put into action - are two side of the coin called strategic management. No matter how creative the formulated strategy, the organization will not benefit if it is incorrectly implemented. Moreover, organizations that formulate and implement strategies better than competitors can expect a competitive advantages.

In Chapter 1 I discuss a nature of implementation and a number of important issues that arise as managers implement strategies. This Chapter introduces important concepts that can help strategists generate feasible alternatives, evaluating those alternatives, and choose a specific course of action.

The purpose of implementation is ensuring that the planned results of the strategic decisions are realized. Implementation involves several tasks - doing what must be done to make the strategy successful. These tasks can be divide into three key aspects of the implementation phase of strategic management.

The first concern in the implementation of a grand strategy is to operationalize that strategy throughout the organization. There are some important tools to accomplish this: annual objectives, resource allocation, and policies. Chapter 2 examines how to maximize the use of these tools to operationalize a strategy.

The second concern refers to the idea that a key aspect of implementing strategy is the need to institutionalize that strategy. In Chapter 3 and Chapter 4 organizational elements providing fundamental, long-term means of institutionalizing the firm's strategy are discussed: structure, leadership, and the firm's culture.

In a single word, strategy implementation means "change". Thus, its is important to analyze a proposed strategy in terms how much the firm itself will have to change in order to implement its successfully. Chapter 3 and Chapter 5 reviews the major variables that define the actions required by and the potential obstacles to a program of strategic change.

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