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Strategy Implemantation Solutio

Separating strategy implementation from strategy execution

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Taking inspiration from Clausewitz's 'On War'

This is the link to my article. https://www.box.net/shared/1cgxb3z718

In it I show how to separate strategy implementation from strategy execution to ensure the vital strategy/ tactics interplay can be successfully built.The article highlights the need to use different frameworks for different levels of management for different purposes. It also highlights the psychological underpinning for the need for frameworks and how they nurture the relevant capacity for the decision making level.

I have used Clausewitz's work 'On War' to show why its is important to separate strategy implementation from strategy execution and how a customised framework, used for a case company, can deliver accurate realisation of the initial vision.

Please feel free to drop me anote id there are any areas you would like to discuss further.

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Comments

22 July 2010

Zulfiqar Deo

If you look at it this way. In project management you have different levels, such as the business level, the program level and the the project level. In the same way, in strategy you different levels.

Strategy implementation is the level of Senior Managers within the company, the business unit level, and strategy execution level, the operational level. This separation is common in the military. For instance, Clausewitz highlights how they are different levels of decision making within a state. I used his work as the base template, compared it with a Management Consultancy decision making framework for how decisions are made in a company and looked at business strategy theory as it stands.

Prior to my work business theory treated implementation and execution as one and the same. This has been creating confusion when trying to understand what is of strategic importance and what is of operation importance . More importantly it hinders the company's ability to understand when a concern becomes of strategic importance and when of operational concern. For instance, the quality problems Toyota had were initally only of operational concern, gradually they became a strategic concern and eventually a corporate concern. By separating the two you can build an understanding of when one becomes a strategic concern and when an operational concern.

Further, because a company is identifying what concerns need to be managed, when and by who it is starting to understand when a concern is upgraded or down graded to what level and allows the management to build an understanding of how to deal with these concerns as and when they change in importance.

I hope this helps and look forward to any further comments.

what's the difference between strategy implementation and strategy execution?!