Lecture notes
Implementation of Strategies
- Module
- Business and Management
- Institution
- The University Of Kent (UKC)
Detailed explanation on the implementation of strategies.
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Implementation of StrategiesStrategy implementation can make or break a corporate strategy.
Reasons for Failure of Implementation
• Too much is wanted, no priorities set (no realistic assessment of what is possible)
• Lack of coordination between aims and how to achieve those aims (resources and time
needed mismatch) - lack of coherence
• Strategy too complicated
• Unclear how to operationalise (i.e. put into operation or use) strategy
• No intention to change
• No identification (i.e. connection / association / link) of staff with the strategy
Strategy Implementation Failure
• 60%-90% of strategies fail; Kaplan and Norton, HBR, 2005
• 67-75% of large organisations struggle to implement strategies; Sull et al., HBR, 2015
Factors Impacting Strategy Implementation
I. Linking corporate and lower-level strategies
II. Achieving Coherence
A. Resources
B. The role of Leadership
C. Organisation’s culture and structure (Corp. Governance)
D. Organisational Politics/Power
III. The management of change
I. Linking Corporate Strategy with Lower Level Strategies and Across Business
Units
, Linking Corporate Strategy to Business Level Strategy, and Business Level Strategy to
Functional Strategies
Note: for instance:
• Corporate level strategy = diversify into the retail market.
• Business level strategy = focus on cost advantage, or focus on differentiation etc.
• Functional level strategy = for example, marketing emphasises low price or differentiation,
purchasing and production orientated towards achieving low cost or obtaining significant
differentiation.
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