{"id":1059,"date":"2022-04-20T12:57:00","date_gmt":"2022-04-20T10:57:00","guid":{"rendered":"https:\/\/support.centreforelites.com\/strategy-implementation-and-execution\/"},"modified":"2024-03-14T09:05:34","modified_gmt":"2024-03-14T07:05:34","slug":"strategy-implementation-and-execution","status":"publish","type":"post","link":"https:\/\/support.centreforelites.com\/en\/strategy-implementation-and-execution\/","title":{"rendered":"STRATEGY IMPLEMENTATION AND EXECUTION"},"content":{"rendered":"\n<p class=\"\">&nbsp;This article&nbsp;<span style=\"font-size: 11pt; text-align: justify;\">deals with strategy implementation and execution which means that translating a decision into action is essentially an administrative task. The article discusses matching organisation&#8217;s strategy implementation with the structure to be able to achieve the organisation&#8217;s objectives.<\/span><\/p>\n\n\n\n<div>\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_82_2 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Table of Contents<\/p>\n<label for=\"ez-toc-cssicon-toggle-item-69f0abe1618ba\" class=\"ez-toc-cssicon-toggle-label\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/label><input type=\"checkbox\"  id=\"ez-toc-cssicon-toggle-item-69f0abe1618ba\"  aria-label=\"Toggle\" \/><nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/support.centreforelites.com\/en\/strategy-implementation-and-execution\/#_Strategy_Implementation\" >&nbsp;Strategy Implementation<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/support.centreforelites.com\/en\/strategy-implementation-and-execution\/#_Strategy_Implementation_and_Organisational_Structure\" >&nbsp;&nbsp;Strategy Implementation and Organisational Structure<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/support.centreforelites.com\/en\/strategy-implementation-and-execution\/#_Matching_Organisations_Structure_Strategy\" >&nbsp;Matching Organisation\u2019s Structure Strategy<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/support.centreforelites.com\/en\/strategy-implementation-and-execution\/#Marketing\" >Marketing<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/support.centreforelites.com\/en\/strategy-implementation-and-execution\/#Personnel\" >Personnel<\/a><\/li><\/ul><\/li><\/ul><\/nav><\/div>\n<h2 style=\"break-after: avoid; line-height: 115%; margin-left: 0cm; mso-list: l0 level1 lfo1; mso-pagination: lines-together; page-break-after: avoid; tab-stops: 63.05pt; text-align: justify; text-indent: 0cm;\"><span class=\"ez-toc-section\" id=\"_Strategy_Implementation\"><\/span><span style=\"mso-bookmark: bookmark904;\"><span style=\"mso-bookmark: bookmark906;\"><span style=\"color: black;\"><span style=\"mso-list: Ignore;\"><span style=\"font: 7pt 'Times New Roman';\">&nbsp;<\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Strategy Implementation<\/span><\/span><\/span><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p style=\"break-after: avoid; line-height: 115%; margin-left: 0cm; mso-list: l0 level1 lfo1; mso-pagination: lines-together; page-break-after: avoid; tab-stops: 63.05pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark906\"><\/a><\/p>\n<p style=\"line-height: 115%; margin-bottom: 0cm; tab-stops: 63.05pt 234.25pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Strategy implementation is concerned with translating a decision into action. This presupposes that the<span style=\"mso-tab-count: 1;\">&nbsp;<\/span>decision itself (i.e. the strategic&nbsp;<\/span><span style=\"font-size: 11pt;\">choice) is made with some thoughts being given to feasibility and acceptability. The allocation of resources to new courses of action is needed to be undertaken and there may be a need for adopting the organisation&#8221; s structure to handle new activities as well as training personnel and devising appropriate systems. Strategic implementation is often called the action stage of strategic management.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Strategy implementation and execution is essentially an administrative task. This is equally true of putting the strategy in place and getting individuals or the whole of the managerial challenge to \u201cmake it happen\u201d It involves the following:<\/span><\/p>\n<div style=\"text-align: justify;\">a. Building an organisation capable of carrying out the strategic plan.<\/div>\n<div style=\"text-align: justify;\">b. Developing strategy-supportive budget and programmes<\/div>\n<div style=\"text-align: justify;\">c. Instilling a strong organisation-wide commitment both to organisational objectives and the chosen strategy.<\/div>\n<div style=\"text-align: justify;\">&nbsp;<\/div>\n<div style=\"text-align: justify;\">d. Linking the motivation and reward structure directly to achieving the targeted results.<\/div>\n<div style=\"text-align: justify;\">&nbsp;<\/div>\n<div style=\"text-align: justify;\">e. Installing policies and procedures that facilitate strategy implementation.<\/div>\n<div style=\"text-align: justify;\">&nbsp;<\/div>\n<div style=\"text-align: justify;\">f. Developing information and reporting system to track and control the progress of strategy implementation.<\/div>\n<div style=\"text-align: justify;\">&nbsp;<\/div>\n<div style=\"text-align: justify;\">g. Exerting the internal leadership needed to drive implementation forward and to keep improving the strategy being executed.<\/div>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Managers at all levels in the organization are involved in the <a href=\"https:\/\/support.centreforelites.com\/en\/definition-of-growth-and-development\/\">development<\/a> of an action agenda for implementation and execution. Each manager starting from the headquarters of the organisation down to each operating department is involved in providing answers to such&nbsp;<\/span><span style=\"font-size: 11pt;\">questions as \u201cwhat is required for us to implement part of our overall strategic plan and how can we best get it done?\u201d<\/span><\/p>\n<\/div>\n\n\n\n<div>\n<p style=\"line-height: 115%; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">When this is properly done, the tasks will involve scrutinising every operating activity to see what action can be taken in order to improve strategy practices and behaviours in the organisation members.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 0cm; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">The task of implementing and executing a strategy is a process of&nbsp;<\/span><span style=\"font-size: 11pt;\">moving deliberately to create a variety of \u201cfits\u201d that provides the organisation with strategy. The task of consciously fitting the \u201cway we see things around here\u201d to the requirements of first-rate strategy execution, according to Thompson Strickland, produces a strategy- supportive organisational culture and work climate.<\/span><\/p>\n<p style=\"line-height: 115%; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">However, implementation fails and is defeated completely if the ingrained attitude, and the practices of the managers and employees are hostile or at cross-purposes with the needs of the strategy, and if their customary ways of doing things block strategy implementation instead of facilitating it.<\/span><\/p>\n<p style=\"line-height: 115%; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">In view of the importance of proper implementation and execution of strategy to an organisation&#8217;s success, Thompson and Strickland suggest that a number of fits are required and they include:<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: .0001pt; margin: 0cm; mso-list: l6 level1 lfo3; tab-stops: 77.05pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark914\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">1)<span style=\"font: 7pt 'Times New Roman';\">&nbsp; &nbsp;&nbsp;<\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Strategy and the internal organisational structure<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: .0001pt; margin: 0cm; mso-list: l6 level1 lfo3; tab-stops: 33.95pt 140.4pt 220.1pt 350.65pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark915\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">2)<span style=\"font: 7pt 'Times New Roman';\">&nbsp; &nbsp;<\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Strategy<span style=\"mso-tab-count: 1;\">&nbsp;<\/span>and<span style=\"mso-tab-count: 1;\">&nbsp;<\/span>organisational<span style=\"mso-tab-count: 1;\">&nbsp;<\/span>skills\/technical&nbsp;<\/span><span style=\"font-size: 11pt;\">know-<\/span><span style=\"font-size: 11pt; text-indent: 34pt;\">how\/operational capabilities<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: .0001pt; margin: 0cm; mso-list: l6 level1 lfo3; tab-stops: 77.05pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark916\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">3)<span style=\"font: 7pt 'Times New Roman';\">&nbsp; &nbsp;&nbsp;<\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Strategy and the allocation of budgets and staff size<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: .0001pt; margin: 0cm; mso-list: l6 level1 lfo3; tab-stops: 77.05pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark917\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">4)<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;<\/span><\/span><\/span><span style=\"font-size: 11pt; line-height: 115%;\">Strategy and the organisation&#8217;s system of reward and incentives<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: .0001pt; margin: 0cm; mso-list: l6 level1 lfo3; tab-stops: 77.05pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark918\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">5)<span style=\"font: 7pt 'Times New Roman';\">&nbsp; &nbsp;&nbsp;<\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Strategy and internal policies, practices and procedures.<\/span><\/p>\n<p style=\"line-height: 115%; margin-left: 34pt; mso-list: l6 level1 lfo3; tab-stops: 33.95pt; text-align: justify; text-indent: -34pt;\"><a name=\"bookmark919\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">6)<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;<\/span><\/span><\/span><span style=\"font-size: 11pt; line-height: 115%;\">Strategy and the internal organisation&#8217;s atmosphere, which are determined by the values and beliefs shared by managers and employees, the philosophies and decision making styles of senior managers, and other factors that make up the organisation&#8217;s personality and culture.<\/span><\/p>\n<p style=\"line-height: 115%; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Broadly speaking, the management task of strategy implementation is done by scrutinising the whole internal organisation to diagnosis what strategy-supportive approaches would be needed and the actions to take to accomplish such strategies. In this task, the different pieces of the implementation plan need to be arranged into a pattern of action that will produce an orderly change from the old strategy to the new strategy. The management will need to ensure that the necessary changes embarked upon will not create disruption and disaster.<\/span><\/p>\n<\/div>\n\n\n\n<div>\n<p style=\"line-height: 115%; margin: 6.0pt 0cm 13.0pt 0cm; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">In this regard, both the sequence of actions and the speed of implementation are important aspects of uniting the entire organisation behind strategy accomplishment. The challenge to the leadership of the organisation is how to stimulate the enthusiasm, pride, commitment and dedication of managers and employees such that an organization-wide crusade emerges to carry out the chosen strategy and to achieve the targeted results.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Thompson and Strickland consistently maintain that the two things that lie at the root of what separates the best managed organisations from the rest are:<\/span><\/p>\n<p style=\"line-height: 115%; margin: 0cm 0cm 0cm 35.0pt; mso-list: l4 level1 lfo4; tab-stops: 80.5pt; text-align: justify; text-indent: -35pt;\"><a name=\"bookmark920\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">a.<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;<\/span><\/span><\/span><span style=\"font-size: 11pt; line-height: 115%;\">Supervisor entrepreneurship involving a well-conceived strategy plan that positions the organisation in the right way at the right&nbsp;<\/span><span style=\"font-size: 11pt; text-indent: 35pt;\">time.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: .0001pt; margin: 0cm; mso-list: l4 level1 lfo4; tab-stops: 80.5pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark921\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">b.<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<\/span><\/span><\/span><span style=\"font-size: 11pt; line-height: 115%;\">Competent implementation and execution of the chosen strategy.<\/span><\/p>\n<p style=\"text-align: justify;\">They noted that a well-formulated, well implemented and executed strategy is the surest route to achieving an attractive competitive advantage and enhanced organisational performance over the long term. Practitioners emphatically state that it is a whole lot easier to develop a sound strategic plan than to implement it or \u201cmake it happen\u201d.<\/p>\n<h2 style=\"break-after: avoid; line-height: 115%; margin-left: 0cm; mso-list: l3 level1 lfo5; mso-pagination: lines-together; page-break-after: avoid; tab-stops: 66.25pt; text-align: justify; text-indent: 0cm;\"><span class=\"ez-toc-section\" id=\"_Strategy_Implementation_and_Organisational_Structure\"><\/span><span style=\"mso-bookmark: bookmark925;\"><span style=\"mso-bookmark: bookmark923;\"><span style=\"mso-bookmark: bookmark922;\"><span style=\"color: black;\"><span style=\"mso-list: Ignore;\"><span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;<\/span><\/span><\/span><\/span><\/span><\/span><!--[endif]--><span style=\"mso-bookmark: bookmark925;\"><span style=\"mso-bookmark: bookmark923;\"><span style=\"mso-bookmark: bookmark922;\"><span style=\"font-size: 11pt; line-height: 115%;\">Strategy Implementation and Organisational Structure<\/span><\/span><\/span><\/span><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p style=\"break-after: avoid; line-height: 115%; margin-left: 0cm; mso-list: l3 level1 lfo5; mso-pagination: lines-together; page-break-after: avoid; tab-stops: 66.25pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark925\"><\/a><\/p>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">The job of a strategy manager is complicated when it comes to implementation due to the number of tasks to be performed and the variety of ways in which each of them can be approached.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">For successful implementation of a strategy, it has to be along the organisation&#8221; s overall condition and setting, the nature of the strategy and the amount of strategy change envisaged. That is to say, shifting to a bold new strategy poses different implementation problems than fine-tuning the strategy already in place. Strategy implementation will also have to be guided along the manager&#8221;s own skills, style and methods.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Strategy implementation includes developing an effective organisational structure, redirecting marketing efforts, preparing budgets, developing and utilizing information systems and motivating individuals to act.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 0cm; tab-stops: 106.1pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Implementing entails mobilising the employees and managers to put formulated strategies into action. Strategic implementation is the most difficult stage&nbsp;in <a href=\"https:\/\/motivemeaning.blogspot.com\/2022\/03\/introduction-to-strategic-management.html\">strategicmanagement<\/a>. It requires personal and&nbsp;<\/span><span style=\"font-size: 11pt;\">personnel discipline, commitment and sacrifice.<\/span><\/p>\n<\/div>\n\n\n\n<p class=\"\"><span style=\"font-family: 'Times New Roman',serif; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-GB; mso-bidi-language: EN-GB; mso-fareast-font-family: 'Times New Roman'; mso-fareast-language: EN-GB;\">&nbsp;<\/span><\/p>\n\n\n\n<div>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Successful strategy implementation hinges upon the manager&#8217;s ability to motivate employees, which is more of an art than a science. Strategies formulated but not implemented serve no useful purposes.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 0cm; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">Strategy implementation activities affect both employees and managers in the organisation. Every department, division or unit must be involved.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 0cm; tab-stops: 47.05pt 121.9pt 160.55pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">The challenge of implementation is to stimulate managers&nbsp;<\/span><span style=\"font-size: 11pt;\">and employees throughout an organisation to work with pride towards achieving stated objectives.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 0cm; tab-stops: 131.3pt 197.5pt 260.15pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">For effective and adequate Strategic implementation, some organisations <a href=\"https:\/\/support.centreforelites.com\/en\/definition-of-growth-and-development\/\">development<\/a> corporate culture and whatever strategy is to be implemented must follow that culture. For example, in Japan, there is an employment pool for an organisation. This is with the concept that the longer an employee is kept in this regard of the corporate culture \u201cthis is the way we do it\u201d. This may create a problem and the strategist must make a decision on how to turn around the fortunes of an ailing organisation, in which case he has the line of the organisation&#8217;s culture. There must be the right leadership to implement the necessary strategy in order to achieve the corporate objectives. Usually, an organisation&#8217;s culture is one of the major barriers to strategy implementation.<span style=\"mso-tab-count: 1;\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <\/span>If a<span style=\"mso-tab-count: 1;\">&nbsp;&nbsp;&nbsp; <\/span>change is carried out at all&nbsp;<\/span><span style=\"font-size: 11pt;\">costs, the implementation may fail if consideration is not given to the organization&#8217;s culture and structure.<\/span><\/p>\n<h2 style=\"break-after: avoid; line-height: 115%; margin-left: 0cm; mso-list: l3 level1 lfo5; mso-pagination: lines-together; page-break-after: avoid; tab-stops: 65.75pt; text-align: justify; text-indent: 0cm;\"><span class=\"ez-toc-section\" id=\"_Matching_Organisations_Structure_Strategy\"><\/span><span style=\"mso-bookmark: bookmark929;\"><span style=\"mso-bookmark: bookmark927;\"><span style=\"mso-bookmark: bookmark926;\"><span style=\"color: black;\"><span style=\"mso-list: Ignore;\"><span style=\"font: 7pt 'Times New Roman';\">&nbsp;<\/span><\/span><\/span><\/span><\/span><\/span><!--[endif]--><span style=\"mso-bookmark: bookmark929;\"><span style=\"mso-bookmark: bookmark927;\"><span style=\"mso-bookmark: bookmark926;\"><span style=\"font-size: 11pt; line-height: 115%;\">Matching Organisation\u2019s Structure Strategy<\/span><\/span><\/span><\/span><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p style=\"break-after: avoid; line-height: 115%; margin-left: 0cm; mso-list: l3 level1 lfo5; mso-pagination: lines-together; page-break-after: avoid; tab-stops: 65.75pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark929\"><\/a><\/p>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">A few hard and fast rules must be considered for a strategic implementation to be successful. This is because every strategy is grounded in its own set of key success factors and certain critical tasks. Also, every firm has some historical backgrounds based on the previous organisation&#8217;s decisions. The easy way out is to design the internal organisational structure around key success factors and critical tasks inherent in the firms strategy. This implies that the organisation&#8217;s structure must be matched with the formulated strategies for success. To be able to achieve this Thompson and Strickland highlights five sequence procedures as a useful guide for fitting structure to strategy.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: 13pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">They are:<\/span><\/p>\n<p style=\"line-height: 115%; margin: 0cm 0cm 0cm 34.0pt; mso-list: l2 level1 lfo6; tab-stops: 30.95pt; text-align: justify; text-indent: -34pt;\"><a name=\"bookmark930\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">(i)<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Pinpoint the key functions and task requisite for successful strategy execution.<\/span><\/p>\n<p style=\"line-height: 115%; margin-bottom: .0001pt; margin: 0cm; mso-list: l2 level1 lfo6; tab-stops: 30.95pt; text-align: justify; text-indent: 0cm;\"><a name=\"bookmark931\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">(ii)<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Reflect on how the strategy&#8217;s critical functions and organisational<\/span><\/p>\n<p style=\"line-height: 115%; margin: 0cm 0cm 13.0pt 34.0pt; text-align: justify;\"><span style=\"font-size: 11pt; line-height: 115%;\">units relate to those that are routine and to those that provide staff support.<\/span><\/p>\n<\/div>\n\n\n\n<div><span style=\"text-align: justify; text-indent: -35pt;\">(iii)<span style=\"font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <\/span><\/span><span style=\"font-size: 11pt; line-height: 115%; text-align: justify; text-indent: -35pt;\">Make strategic critical business units and functions the main organisational building blocks.<\/span><\/div>\n\n\n\n<p class=\"\"><a name=\"bookmark933\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">(iv)<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Determine the degree of authority needed to manage each organisational unit, bearing in mind both benefits and cost of decentralised decision making.<\/span><\/p>\n\n\n\n<p class=\"\"><a name=\"bookmark934\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">(v)<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Provide for co-ordination among the various organisation&#8217;s units<\/span><\/p>\n\n\n\n<p class=\"\"><span style=\"font-size: 11pt; line-height: 115%;\">The <a href=\"https:\/\/motivemeaning.blogspot.com\/2022\/04\/organisational-structures-work-and-job.html\">organisational structure<\/a> must fit the size of the organisation, the strategy, volatility, complexity of the environment and personnel characteristics.<\/span><\/p>\n\n\n\n<p class=\"\"><span style=\"font-size: 11pt; line-height: 115%;\">Quite often changes in strategy require changes in the way an organisation is structured for two major reasons:<\/span><\/p>\n\n\n\n<p class=\"\"><a name=\"bookmark935\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">i)<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Structure largely dictates how objectives and policies will be established. Objectives and policies are stated largely in terms of products in an organisation whose structure is based on product groups.<\/span><\/p>\n\n\n\n<p class=\"\"><a name=\"bookmark936\"><\/a><!-- [if !supportLists]--><span style=\"color: black;\"><span style=\"mso-list: Ignore;\">ii)<span style=\"font: 7pt 'Times New Roman';\">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <\/span><\/span><\/span><!--[endif]--><span style=\"font-size: 11pt; line-height: 115%;\">Structure dictates how resources would be allocated. If an organisation&#8217;s structure is based on customer groups, then<\/span><\/p>\n\n\n\n<p class=\"\"><span style=\"font-size: 11pt; line-height: 115%;\">resources would be allocated in that manner. A restructuring gives all top managers added responsibilities and encourage the introduction of new products. However, the structure that is good for one organisation may not be good for another.<\/span><\/p>\n\n\n\n<p class=\"\">Note that all successful firms in a given industry do not end to organize themselves in a similar way. For example, consumer good companies tend to emulate the product firm of organisation. Small firms tend to be functionally structured (centralised), medium-sized firms tend to be divisionally structured (decentralized); large firms tend to use SBUs or matrix structure. As organisations grow, their structure generally change from simple to complex as a result of linking together of several basic strategies.<\/p>\n\n\n\n<p class=\"\">The transition from strategy formulation to strategy implementation requires a shift in responsibilities from strategist to divisional and functional manager. This shift may create implementation problems in responsibilities especially if strategy formulation decision comes as a surprise to middle and lower-level managers.<\/p>\n\n\n\n<p class=\"\">Managers and employees are motivated more by perceived self interests than by the organisation&#8217;s interests unless the two coincide. So, it is important that divisional and functional managers be involved as much as possible in strategy formulation and implementation. Managers and other employees throughout an organisation should participate early and directly in strategy implementation decisions. A top-down flow of communication is essential for developing bottom-up support.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Marketing\"><\/span>Marketing<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p class=\"\">In addition to organising culture and structure, marketing is another crucial matter in strategy implementation. No matter the quality and the price of the organisation&#8217;s products if there is no adequate market the company will fail. Marketing must be given serious consideration in strategy implementation.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Personnel\"><\/span>Personnel<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p class=\"\">Equally crucial to strategy implementation is the personnel factor. This may require training of staff to get the desired change through their newly acquired skills and knowledge. No matter how good a strategy may be, if there is no right personnel in the leadership position to implement, the strategy will fail.<\/p>\n\n\n\n<p class=\"\">Symptoms of an ineffective <a href=\"https:\/\/motivemeaning.blogspot.com\/2022\/04\/organisational-structures-work-and-job.html\">organisational structure<\/a> include too many levels of management, too many meetings attended by too many people, too much attention directed towards unachieved objectives.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u00a0This article\u00a0deals with strategy implementation and execution which means that translating a decision into action is essentially an administrative task. <\/p>\n","protected":false},"author":1,"featured_media":2194,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"disabled","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"wds_primary_category":136,"footnotes":""},"categories":[136],"tags":[256],"class_list":["post-1059","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategic-management","tag-strategy-execution"],"aioseo_notices":[],"jetpack_featured_media_url":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/pexels-photo-4491451.jpeg?fit=1880%2C1253&ssl=1","jetpack-related-posts":[{"id":1055,"url":"https:\/\/support.centreforelites.com\/en\/organisational-culture-leadership-and-rewards\/","url_meta":{"origin":1059,"position":0},"title":"ORGANISATIONAL CULTURE, LEADERSHIP AND REWARDS","author":"centreforelites","date":"April 20, 2022","format":false,"excerpt":"This article addresses the relationship between an organisational culture, leadership and rewards. 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Adequate policies\u2026","rel":"","context":"In &quot;Strategic Management&quot;","block_context":{"text":"Strategic Management","link":"https:\/\/support.centreforelites.com\/en\/category\/strategic-management\/"},"img":{"alt_text":"ORGANISATIONAL CULTURE, LEADERSHIP AND REWARDS","src":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/ORGANISATIONAL-CULTURE.webp?fit=1200%2C1200&ssl=1&resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/ORGANISATIONAL-CULTURE.webp?fit=1200%2C1200&ssl=1&resize=350%2C200 1x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/ORGANISATIONAL-CULTURE.webp?fit=1200%2C1200&ssl=1&resize=525%2C300 1.5x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/ORGANISATIONAL-CULTURE.webp?fit=1200%2C1200&ssl=1&resize=700%2C400 2x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/ORGANISATIONAL-CULTURE.webp?fit=1200%2C1200&ssl=1&resize=1050%2C600 3x"},"classes":[]},{"id":1054,"url":"https:\/\/support.centreforelites.com\/en\/strategy-implementation-organisations-response-innovation-and-politics\/","url_meta":{"origin":1059,"position":1},"title":"Strategy Implementation: ORGANISATION\u2019S RESPONSE, INNOVATION AND POLITICS","author":"centreforelites","date":"April 20, 2022","format":false,"excerpt":"\u00a0The strategic manager has as its responsibility the formulation and\u00a0Strategy Implementation. However, the success of the strategy depends, to a large extent, on the working environment. A flexible, responsive and innovative internal environment is crucial to the job of the strategy manager. This goes along with the quality of the\u2026","rel":"","context":"In &quot;Strategic Management&quot;","block_context":{"text":"Strategic Management","link":"https:\/\/support.centreforelites.com\/en\/category\/strategic-management\/"},"img":{"alt_text":"Strategy Implementation Strategies","src":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/11\/Strategy-Implementation-Strategies.png?fit=850%2C634&ssl=1&resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/11\/Strategy-Implementation-Strategies.png?fit=850%2C634&ssl=1&resize=350%2C200 1x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/11\/Strategy-Implementation-Strategies.png?fit=850%2C634&ssl=1&resize=525%2C300 1.5x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/11\/Strategy-Implementation-Strategies.png?fit=850%2C634&ssl=1&resize=700%2C400 2x"},"classes":[]},{"id":1061,"url":"https:\/\/support.centreforelites.com\/en\/strategy-formulation\/","url_meta":{"origin":1059,"position":2},"title":"Business Strategy Formulation. The 5 Levels","author":"centreforelites","date":"April 20, 2022","format":false,"excerpt":"This article deals with strategy formulation, particularly, the essential elements that are involved in the formulation of strategy. It discusses how strategy formulation gives the direction that the organisation wants to go. The different levels of strategy formulation are enumerated. The article ends by giving vivid information on the background\u2026","rel":"","context":"In &quot;Strategic Management&quot;","block_context":{"text":"Strategic Management","link":"https:\/\/support.centreforelites.com\/en\/category\/strategic-management\/"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":791,"url":"https:\/\/support.centreforelites.com\/en\/introduction-to-strategic-management\/","url_meta":{"origin":1059,"position":3},"title":"Introduction to Strategic Management","author":"centreforelites","date":"April 18, 2022","format":false,"excerpt":"Strategic management provides better guidelines to the entire organisation on the crucial point of \u201cwhat is it we are trying to do and to achieve\u201d? It makes managers more alert to the winds of change, new opportunities\u00a0and threatening developments. It also provides managers with a rationale for evaluating competing\u00a0budget\u00a0requests for\u2026","rel":"","context":"In &quot;Blog&quot;","block_context":{"text":"Blog","link":"https:\/\/support.centreforelites.com\/en\/category\/blog\/"},"img":{"alt_text":"Strategic management","src":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/Strategic-Management1.jpg?fit=728%2C707&ssl=1&resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/Strategic-Management1.jpg?fit=728%2C707&ssl=1&resize=350%2C200 1x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/Strategic-Management1.jpg?fit=728%2C707&ssl=1&resize=525%2C300 1.5x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/Strategic-Management1.jpg?fit=728%2C707&ssl=1&resize=700%2C400 2x"},"classes":[]},{"id":1125,"url":"https:\/\/support.centreforelites.com\/en\/the-concept-of-strategic-management\/","url_meta":{"origin":1059,"position":4},"title":"The Concept of Strategic Management","author":"centreforelites","date":"March 28, 2022","format":false,"excerpt":"\u00a0Strategic management provides better guidelines to the entire organisation on the crucial point of \u201cwhat is it we are trying to do and to achieve\u201d? It makes managers more alert to the winds of change, new opportunities\u00a0and threatening developments. It also provides managers with a rationale for evaluating competing budget\u2026","rel":"","context":"In &quot;Strategic Management&quot;","block_context":{"text":"Strategic Management","link":"https:\/\/support.centreforelites.com\/en\/category\/strategic-management\/"},"img":{"alt_text":"Strategic management","src":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/Strategic-Management1.jpg?fit=728%2C707&ssl=1&resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/Strategic-Management1.jpg?fit=728%2C707&ssl=1&resize=350%2C200 1x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/Strategic-Management1.jpg?fit=728%2C707&ssl=1&resize=525%2C300 1.5x, https:\/\/i0.wp.com\/support.centreforelites.com\/wp-content\/uploads\/2022\/04\/Strategic-Management1.jpg?fit=728%2C707&ssl=1&resize=700%2C400 2x"},"classes":[]},{"id":1066,"url":"https:\/\/support.centreforelites.com\/en\/fundamental-approach-to-strategic-management\/","url_meta":{"origin":1059,"position":5},"title":"Fundamental Approach to Strategic Management","author":"centreforelites","date":"April 20, 2022","format":false,"excerpt":"The approach to strategic management should be an integrated one. 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