Implementing Strategy

A theory that builds on the early views of emergent strategy in order to explain how emergence works and how it can be managed.

The different ways strategy can develop, with a detailed investigation into emergent strategy – where strategies evolve that were not expressly planned or intended.

A simple step-by-step model that can act as a useful guide during strategy implementation.

The different ways in which the control over a strategy can be divided between senior management and individual business units depending on the needs of the organisation.

Kaplan and Norton have revolutionised the way organisations measure performance at all levels with their balanced scorecard approach. Their theory is discussed here.

World renowned expert on change, John Kotter, identifies eight errors that frequently lead to the failure of change programmes.

An outline of Mintzberg’s 10 parameters of organisational design that must be taken into account when designing the structure of an organisation.

An outline of some of the different ways an organisation can be structured to complement its strategy.

How power is generated within organisations, and how it can be used to gain support for a strategy.

The different sources of power individuals can exhibit to influence the behaviour of others. Power players can be essential for gaining support for change throughout the organisation.

Four different control mechanisms that managers can use to ensure their strategy is implemented as planned.

Organisational culture and strategy must complement one another in order for the strategy to be accepted and implemented. Here we look at the interrelation between strategy and culture and the issues involved in changing organisational culture.

An introduction into how culture is created and reinforced in organisations to help managers predict the human impacts of change and the consequences for strategy.

A carefully formulated implementation plan is essential for the successful execution of any strategy. Use this framework to create an effective implementation plan.

70-90% of strategies fail, mainly due to unsuccessful strategy implementation. In this article, we explore the five major causes of implementation failure.

An overview of the steps required for creating a strategy implementation plan.

Jim Collins' Good to Great is regarded as one of the best business books of all time. In it, Collins describes how he and his team of researchers examined the simple question 'Can a good company become a great company, and, if so, how?' This article provides an overview of the book.

This methodology will help you to create a survey to assess employees’ understanding of the strategy and their feelings towards the change.