Bridging the gap between strategy formulation and strategy implementation
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document in English
management
presentation
published 07/07/2008
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level : Advanced
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SummaryOrganizational Behaviour Theories hold that successful strategy implementation is a lot more than plain market facts, figures and competitive advantages. Those quantitative aspects are the outcome of a successful strategy implementation, yet the qualitative, i.e. the cognitive aspects are those that actually make or break a strategy.
This paper emphasizes on the cognitive aspects and their effects on both strategy formulation and strategy implementation. In particular, it investigates the cognitive behaviours of top and middle managers in an effort to conclude that no matter how well structured an organization might be, still, no organizational structure per se guarantees success. On the contrary, successful strategy implementation requires organizational alignment. Moreover, it requires strong strategic consensus as a result of focus on common goals, quality of interaction and quality of information, strategic flexibility and clear communication channels. Integration is the key to effective strategy implementation as it eliminates middle management resistance, X-inefficiency, and shadow organization.
This paper emphasizes on the cognitive aspects and their effects on both strategy formulation and strategy implementation. In particular, it investigates the cognitive behaviours of top and middle managers in an effort to conclude that no matter how well structured an organization might be, still, no organizational structure per se guarantees success. On the contrary, successful strategy implementation requires organizational alignment. Moreover, it requires strong strategic consensus as a result of focus on common goals, quality of interaction and quality of information, strategic flexibility and clear communication channels. Integration is the key to effective strategy implementation as it eliminates middle management resistance, X-inefficiency, and shadow organization.
Table of Contents
- Abstract.
- Introduction.
- Strategy Formulation.
- Strategy Implementation.
- Identifying the gap.
- Strategic Gap Causes .
- Information overload.
- Strategic Gap Effects.
- Bridging the Gap - Strategy Evaluation and Control.
- Conclusions.
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