21 Implementing and Executing Strategies

Implementing and executing strategies means putting your plans into action and
making them work. It is not enough to have a good idea or a vision for your
organization; you also need to make sure that everyone understands it, agrees with
it, and works towards it.
Implementing and executing strategies can help you achieve many benefits
for your organization, such as:
 Increased competitive advantage and market share: You can
outperform your rivals and attract more customers by offering
better products, services, or solutions that meet their needs and
expectations.
 Improved customer satisfaction and loyalty: You can build
long-term relationships with your customers by delivering high-
quality and consistent value that exceeds their expectations.
 Enhanced employee engagement and performance: You can
motivate and empower your employees by providing them with
clear goals, feedback, and rewards that align with the
organizational vision and strategy.
 Optimized resource allocation and efficiency: You can use your
resources wisely and effectively by prioritizing the most important
and impactful activities and eliminating waste and duplication.
 Reduced risks and uncertainties: You can anticipate and
respond to changes and challenges in the external and internal
environment by having a flexible and adaptable strategy that can
be adjusted as needed.

21.1 Goals of Strategy Execution

The goals of strategy execution are to effectively implement and achieve the
objectives outlined in a strategic plan.

Here are some common goals of strategy execution:

1. Alignment: Ensuring that all departments, teams, and individuals are

aligned with the strategic goals and objectives of the organization.
2. Clear Communication: Communicating the strategic plan and objectives
to all stakeholders, including employees, customers, and shareholders, to
ensure everyone understands their roles and responsibilities.
3. Accountability: Establishing clear accountability for the execution of the
strategy, with defined roles and responsibilities for each individual or team
involved.
4. Resource Allocation: Allocating resources, such as budget, personnel,
and technology, to support the execution of the strategy and achieve the
desired outcomes.
5. Performance Measurement: Establishing key performance indicators
(KPIs) and metrics to measure progress and success in executing the
strategy.
 6. Continuous Improvement: Creating a culture of continuous
improvement, where the strategy is regularly reviewed, evaluated, and
adjusted based on feedback and changing market conditions.
7. Employee Engagement: Engaging and motivating employees to actively
participate in the execution of the strategy, fostering a sense of ownership
and commitment.
8. Risk Management: Identifying and managing potential risks and
obstacles that may hinder the successful execution of the strategy.
9. Adaptability: Being flexible and adaptable to changes in the external
environment, such as market trends, customer preferences, and
technological advancements.
10. Sustainable Results: Ultimately, the goal of strategy execution is to
achieve sustainable results, including increased profitability, market share,
customer satisfaction, and organizational growth.

21.2 Determinants to Successful Implementation of Strategies

The determinants of successful implementation of strategies are the factors that

influence the ability and willingness of an organization to execute its strategic plan.
Some of the key determinants are:
 Leadership: The leaders of your organization play a crucial role in
implementing and executing strategies. They need to have a clear
vision of what they want to achieve and how to get there and
communicate it to the rest of the organization. They also need to
inspire, motivate, and empower their teams to follow the strategy
and overcome any obstacles or resistance. They need to monitor
and evaluate the performance and outcomes of the strategy and
provide feedback and recognition for improvement.
 Culture: The culture of your organization is the set of values,
beliefs, and behaviors that shape how people think and act in the
organization. It can either support or hinder the implementation and
execution of strategies. A supportive culture is one that fosters a
sense of ownership, accountability, and collaboration among the
employees, and encourages learning, innovation, and adaptation to
changing conditions. A hindering culture is one that creates silos,
conflicts, and complacency among the employees, and resists
change and improvement.
 Structure: The structure of your organization is the way you
organize and coordinate the people, processes, and resources in
the organization. It can either enable or constrain the
implementation and execution of strategies. An enabling structure is
one that aligns with the strategy and allows the efficient and effective
flow of information, resources, and decisions. It also facilitates
coordination, cooperation, and communication across different units
and levels. A constraining structure is one that misaligns with the
strategy and creates bottlenecks, gaps, and redundancies. It also
impedes coordination, cooperation, and communication across
different units and levels.
 Systems: The systems of your organization are the tools,
processes, and mechanisms that you use to implement and execute
your strategies. They can either provide or limit the implementation
and execution of strategies. A providing system is one that provides
 the necessary tools, processes, and mechanisms to follow the
strategy. It also measures, monitors, and reports the progress and
performance of the strategy and provides feedback and incentives
for improvement. A limiting system is one that lacks the necessary
tools, processes, and mechanisms to follow the strategy. It also fails
to measure, monitor, and report the progress and performance of
the strategy and provides no feedback or incentives for
improvement.
 Skills: The skills of your organization are the abilities and
competencies that you and your employees must implement and
execute your strategies. They can either match or mismatch the
requirements and demands of the strategy. A matching skill is one
that meets the requirements and demands of the strategy. It also is
continuously developed and enhanced through training, coaching,
and mentoring. A mismatching skill is one that does not meet the
requirements and demands of the strategy. It also is not developed
or enhanced through training, coaching, and mentoring.

Erica Piga Butac

12TH PRESENTER

Sources:
https://www.profit.co/blog/okr-university/what-is-strategy-execution-and-how-to-execute-it-
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https://hbr.org/2015/03/defining-strategy-implementation-and-execution.
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Harvard Business Review - Ideas and Advice for Leaders (hbr.org)