Strategy Implementation in Organizations

STRATEGY IMPLEMENTATION IN ORGANIZATIONS: COCA COLA IN FOCUS
1.0 Introduction
The strategy implementation procedure is one approach through which managerial objectives,
methods, and rules are implemented throughout the growth programs, financial plan, and
procedure. The organization can quickly fail if such strategies are not executed well. When an
organization plans to implement the re-quired strategic plan, it certainly addresses all the
predicaments that the organization may face like the probability of misusing the inadequate
capital or the risk of self-worth in case the business fails. In essence, the conceptual study
presents the strategy implementation process to enhance the attainment of the mission and the
vision of the business through quality products and services that increases the customer base.
Therefore, the result of the paper shows that the firm should implement an excellent strategy to
achieve the entire objective to meet all the goals of an organization
Strategy implementation is the stage where the real action in an organization is executed through
the strategic management process (Allio 2005). It is the set of activities where the strategic plan
is changed into strict performance in an organization. However, strategic change in planning is
important, but the process is a little bit challenging. As Brinkschröder (2014) says, ‘organizations
invest a lot of time and resources in the planning of strategy, but very little of it will get
successfully implemented.’ Therefore, the study Indicates that it is one of the critical aspects of
any business success (Lubis, Torong, and Muda 2016); as it required the most attention
understand of the strategy and its acceptance by implementers (Mis-ankova and Kocisova 2014,
865). Implementation deals with the is-sue of who, where, when, and how (Allio 2005) to
achieve businesses ‘objectives (Misankova and Kocisova 2014, 862). During the process of
strategic implementation, the whole organization is involved to ensure that there is a
collaborative operation. According to Van derKolk and Schokker (2016), strategic management
is the most meticulous and challenging constituent of the whole considered supervision approach
and the one which needs a lot of input to enhance the progress of an organization (Van der Kolk
and Schokker 2016). It requires all-inclusive plans to ensure that all the objectives of the
organization are achieved. In essence, this paper presents a brief strategy implementation
process; it reviews critical features of the strategic implementation methods, including strategy
implementation factors, strategy implementation process, and factors that lead to the failure of
strategy implementation. Lack of clear common understanding of overall aims and plans as a
major barrier to strategy implementation (Brinkschröder, 2014). In any organization, the plan
might be incredibly complex (Dunlop, Firth, and Lurie 2013), but understand the implementation
process may lead to be effective and therewith successful (Brinkschröder 2014).
2.0 The Process for Implementing Strategy in an Organization
2.1 Theoretical Background

Successful organizations across the world such as the Coca-Cola Company implement strategic
plans to ensure that the organization operates proficiently. Such approaches create a vision for
the future, and the methods required attaining all the stipulated goals. How-ever, there are still
some organizations, which are unable to under-stand the vision and the mission of the
organization, and they fail to deliver the required services (Grant 2016). Unluckily, the man-
aerial team may fail to pinpoint all the reasons for the failure of the business, believing that
repeating the strategic planning time to time will have better results. In most cases, such an
approach does not work (Deraman et al. 2017). Therefore, there is a need to ensure that strategic
methods are implemented to attain maximum results. To do so, five significant constituents
support the effective execution of strategies. People, resources, structure, systems, and culture
are some of the factors that support strategy implementation in any firm (Palinkas et al. 2015).
The human resources/personnel are the people tasked with carrying out the company’s strategy.
The team must be adequate in size and must have the skills, competence, and commitment
necessary to bring the policy to fruition. According to Rani and Mishra (2014),
2.2 Study Prepositions

Factors, which support strategic implementation, are generally inconformity with the significant
achievement aspects required for successful execution. There are approaches classified by
Ministate determine how best to implement a proposed strategy (Mis-ankova and Kocisova
2014) in a firm. In essence, there are McKinsey7s Framework factors (Jurevicius 2013) that
increase the sustainability of any organization. The McKinsey as a tool made to give answers
Strategy Implementation in Organizations to any questions that concern the design of the
enterprise (Yeoh and Pop ova ˇc 2016). The primary aim of the structure is to answer questions
concerning the organizational design. The importance of the model is to coordinate the
organizational structure that also supports how strategy implementation is portrayed. It entails
the entire organization and not particular departments. It is an inclusive approach that engages all
people in the organization and creating a strategy that people can work as a team instead of a
single entity (Tarhini etal. 2015). In essence, the seven factors also play an essential role in
implementing strategies in any organizational effectiveness. The plan of any organization to
attain a viable gain and sustain-able development must be well elaborated for the enduring
achievement of the business. The policy must be clear to all the employees and employers to
ensure that everyone in the firm works towards the stipulated objectives (Netland 2016) and to
focus their development efforts on organizational success (Ha-Vikström 2017). Notably, when
an organization addresses its mission and vision, the strategy must be in line with them so that all
the set goals can be achieved without any problem. A clear plan in an organization shows the
core values and define how to make it unique in providing services to the people (Yeoh and
Popovic 2016). In essence, other organizations may offer the same services, and thus it requires
uniqueness to gain a competitive advantage in any market. Shared values are another crucial
constituent in the course of ap-plying the plans in the business.
3.0 Strategic Implementation Approaches

However, it is not about trying to understand what is better is better than another is, since all the
approaches are critical in strategic management. Formulating winning approaches is the most
vital approach that any organization can implement to ensure that there is a competitive
advantage in such an enterprise
The approach entails the development of the implementation structure. This step involves the
fashioning of a structure that will guide the team or provide a framework on how he strategies
will be implemented. Any good plan needs a frame or a playbook where all actions of workers
take place (Brinkschröder 2014). All team members must be cognizant of their roles and how
these affect the overall success of the strategy (Herrera-Sánchez, León-Pérez, and León-Rubio
2017). A structure aids the team in this object. Additionally, this step builds a vision that guides
the framework of the implementation of the approaches needed in strategic planning. There
should be an established harmonization system among different departments and their particular
divisions. Such an approach enhances the designation of authority and accountability (Spinket al.
2016). Formulating the labor policy and strategies to betricked in the execution of projects and
identifying the major supervisory tasks and errands to be done and the skills required is also
another approach, which is critical in the strategy implementation. It creates an environment
where all members of the firm are involved in decision-making and the progress
Conclusion
The strategic implementation process is a critical part of the success of any firm. This work
briefly reviews a few aspects of the strategic implementation process. Specifically, the work
examines factors involved in strategy implementation, the strategy implementation process, and
factors that lead to strategy implementation failure. The works show that any effectively
implemented business strategy re-lies on five critical factors including the team charged with
implementing the policy, the resources that will help the group affect the procedure, and the
organization’s culture, systems, and structure. Weakness in any of these facets often spells doom
for the business. This work underlines that the strategy implementation process is a delicate five-
step process involving strategy evaluation, the fashioning of the implementation structure, the
establishment of program and policies that support strategy implementation, budget allocation,
and finally, the discharge of functions. Lastly, the work highlights factors that contribute to
failure in strategy implementation. Poor leadership and lack of communication are, by far the
most significant cause of failure. Others are a confusing plan, lack of ownership of critical parts
of the project by team members, and disconnect in the strategy. In the end, this work shows that
strategy implementation is a crucial aspect of the success of the firm
REFRENCES
Arzenšek, A., and K. Košmrlj. 2017. ‘Assessment of Relationship be-tween Young Researchers
and Mentors and Implications for Knowledge Transfer. ‘Management 12 (3): 273–92.
Aspridis, G., and D. Kyriakou. 2012. ‘Human Resource Evaluation in Hotel Units.’ Management
7 (1): 17–34.
Basol, O., and I. Karatuna. 2017. ‘Entrepreneurial Self-Efficacy of University Students: A Cross-
Cultural Study.’ Management 12 (1): 27–40.
Brinkschröder, N. 2014. ‘Strategy Implementation: Key Factors, Challenges and Solutions.’
Paper presented at the 4th IBA Bachelor The-sis Conference, Enschede, 6 November.
Chang, J. F. 2006. Business Process Management Systems: Strategy and Implementation. New
York: Auerbach.
Cristian Liviu, V. 2013. ‘Organizational Culture and Strategy. How Does It Work? An Empirical
Research.’ Annals of the University of Oradea: Economic Science Series 22 (1): 1690–96.
Daghfous, A., O. Belkhodja, and L. C. Angell. 2013. ‘Understanding and Managing Knowledge
Loss.’ Journal of Knowledge Management 17(5). http://doi.org/10.1108/JKM-12-2012-0394
Deraman, F., N. Ismail, M. Arifin, A. Izzat, and M. I. A. Mostafa. 2017.‘Green Practices in Hotel
Industry: Factors Influencing the Implementation.’ Journal of Tourism, Hospitality & Culinary
Arts 9(2):1–12.
Dunlop, A., V. Firth, and R. Lurie. 2013. Dynamic Strategy Implementation: Delivering on Your
Strategic Ambition. London: Deloitte University Press.
Grant, R. M. 2016. Contemporary Strategy Analysis: Text and Cases Edition. Chichester: Wiley

Strategy Implementation in Organizations

Uploaded by

Copyright:

Available Formats

Strategy Implementation in Organizations

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Strategy Implementation in Organizations

Uploaded by

Copyright:

Available Formats

STRATEGY IMPLEMENTATION IN ORGANIZATIONS: COCA COLA IN FOCUS

2.0 The Process for Implementing Strategy in an Organization

2.1 Theoretical Background

2.2 Study Prepositions

3.0 Strategic Implementation Approaches

You might also like