Effective Strategy Implementation

In the areas of strategy analysis and formulation, commonly used models and frameworks have been commonly used, including SWOT, industry structure analysis and generic strategies for researchers and practicing managers, however there is no agreed-upon or dominant framework for strategy implementation (Okumus, 2003:871).

Alexander (1991:74) opined that critical reasoning for why implementation of strategies fail can be attributed to executives, managers and supervisors, not having practical and theoretically sound models to guide their implementation initiatives. In the absence of adequate models, executives try to implement strategies without a solid understanding of the various factors that require attention and manipulation, often simultaneously,

It is therefore essential to subscribe to a holistic approach when analysing and evaluating complex issues of implementation (Okumus, 2003). Waterman et al. (1980) proposed one of the most commonly cited implementation frameworks. Based on their research and work as consultants, these authors proposed an argument that effective strategy implementation is essentially attending to the relationships between the following seven factors: Strategy; structure; systems; style; staff; skills; and subordinate goals. Waterman et al. further defined and discussed each of these factors individually; however, they did not provide clear examples and explanations of the relationships and interactions between the

Environmental uncertainty;

3. Organizational structure;

4. Culture;

5. Leadership;

6. Operational planning;

7. Resource allocation;

8. Communication;

9. People;

10. Control; and

11. Outcome.

However, these factors are common suggestions of key elements for consideration when implementing strategy, this list should not therefore be regarded as a definitive one. Myriad views on strategy implementation indicate the evolution in the realm of study, and the existence of several approaches that organizations can utilize in implementation of strategy.

This further suggests growing need for investigation into the formulation of an ideal framework for strategy implementation. The categories of strategy implementation factors used by earlier studies are strategic content; context (consisting of organizational context; organizational structure; organizational culture; and organizational context; uncertainty in general and uncertainty in the task environment); process (operational planning; resources; people; communication; control and feedback) and strategic outcomes (Okumus,