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Strategy Implementation: Meaning & Steps

Strategy implementation involves translating a chosen strategy into organizational actions to achieve strategic goals. It requires developing an organizational structure that allocates roles and tasks to maximize efficiency. An organizational control system with motivational incentives and performance feedback is also needed. The main steps in implementing strategy are developing an organization capable of the strategy, allocating resources to strategic activities, creating supportive policies, improving constantly, linking rewards to results, and using strategic leadership. Excellent strategies will fail if not properly implemented, which requires alignment between strategy and organizational dimensions like structure and rewards. Strategy implementation can threaten managers and employees as it changes power relationships and forms new groups with uncertain values.

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Rajat Verma
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58 views1 page

Strategy Implementation: Meaning & Steps

Strategy implementation involves translating a chosen strategy into organizational actions to achieve strategic goals. It requires developing an organizational structure that allocates roles and tasks to maximize efficiency. An organizational control system with motivational incentives and performance feedback is also needed. The main steps in implementing strategy are developing an organization capable of the strategy, allocating resources to strategic activities, creating supportive policies, improving constantly, linking rewards to results, and using strategic leadership. Excellent strategies will fail if not properly implemented, which requires alignment between strategy and organizational dimensions like structure and rewards. Strategy implementation can threaten managers and employees as it changes power relationships and forms new groups with uncertain values.

Uploaded by

Rajat Verma
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Strategy Implementation - Meaning

and Steps in Implementing a Strategy


Strategy implementation is the translation of chosen strategy into organizational action so as to
achieve strategic goals and objectives. Strategy implementation is also defined as the manner in
which an organization should develop, utilize, and amalgamate organizational structure, control systems,
and culture to follow strategies that lead to competitive advantage and a better performance.
Organizational structure allocates special value developing tasks and roles to the employees and states
how these tasks and roles can be correlated so as maximize efficiency, quality, and customer
satisfaction-the pillars of competitive advantage. But, organizational structure is not sufficient in itself to
motivate the employees.

An organizational control system is also required. This control system equips managers with motivational
incentives for employees as well as feedback on employees and organizational performance.
Organizational culture refers to the specialized collection of values, attitudes, norms and beliefs shared by
organizational members and groups.

Following are the main steps in implementing a strategy:

Developing an organization having potential of carrying out strategy successfully.

Disbursement of abundant resources to strategy-essential activities.

Creating strategy-encouraging policies.

Employing best policies and programs for constant improvement.

Linking reward structure to accomplishment of results.

Making use of strategic leadership.

Excellently formulated strategies will fail if they are not properly implemented. Also, it is essential to note
that strategy implementation is not possible unless there is stability between strategy and each
organizational dimension such as organizational structure, reward structure, resource-allocation process,
etc.

Strategy implementation poses a threat to many managers and employees in an organization. New power
relationships are predicted and achieved. New groups (formal as well as informal) are formed whose
values, attitudes, beliefs and concerns may not be known. With the change in power and status roles, the
managers and employees may employ confrontation behaviour.

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