Dimensions of Strategy Implementation

Strategy is defined as the design and execution of plans in order to attain a particular goal. Strategy is considered successful if it shows adaptability given that forces interact and often conflict (Heuser, 2010, p 27). For a business it is the careful calculation of how you will achieve your business goals. Businesses often spend a lot of time deciding on what their business goals are. Businesses also thereby spend a lot of time and resources in deciding how to achieve their business goals. These “how-to” business decisions can commonly be forgotten however, much like new year resolutions. One reason for this is that the implementation of a business strategy has not been seriously considered. Implementation involves the activation of the business strategy into the business activities. By considering your business’ systems, structure and competencies, you will enhance your business’ chances of successfully implementing your businessstrategy and achieving your business goals.

Changes to business structures are one way to improve strategy implementation. It seems easiest to adjust organisational charts and is often the most obvious solution, because changes to systems and procedures are most visible and concrete (Neilson et al 2008). It should be noted that changes to structure will alleviate symptoms of poor performance, but not the underlying cause. Changes to business structures should not be done in isolation, as alone it has short-lived impact and needs to be accompanied by the correct dissemination of information and clarifying decision rights.

The formal ways that you perform activities and tasks in your company can often get set in stone. People and teams become reliant on them. But the question you need to pose to your business is ‘Which business processes do we need to excel at’. Also, changes to systems and procedures need to be equated with downstream impacts on supply chain partners, alliances and accreditations required to operate. BBC’s Sports website successfully implemented is new media strategy by engaging employees in testing and offering feedback on proposed changes (BBC Sports User Testing 2012).

When implementing a strategy, you need to consider whether you have the competencies in-house to action your proposed strategy, but also sustain it (Kaplan & Norton 2000). Be prepared to engage in training on new systems so that your people can help you work towards your proposed vision. This is part of an internal review advocated by the Balance Scorecard method in strategy implementation. One strength in this model is that it also suggests that companies consider how they appear to their customers and stakeholders (reputation).

Strategic implementation is not a once-off and involves many variables pre, during and post. The aim of this blog was not to explain the outcomes nor benefits of successful strategic implementation. Rather to consider pre-strategy implementation, four broad elements where you may face resistance but also may overcome in your strategic implementation.