Discretion is the better part of value: Five research-based rules for ensuring that strategy implementers implement

Abstract

Without effective implementation, strategic planning is a futile exercise. In knowledge-intensive markets, such as those for pharmaceuticals and medical technology, the most important, value-creating parts of strategy imple mentation rely on the discretionary activity of motivated, committed individuals. This article reviews previous research into individual motivation and commitment and draws from it fi ve recommendations for improving strategy implementation, all of which contradict typical management practice.

Complexity dynamics: Managerialism and undesirable emergence in healthcare organizations

“…When strategists drive change from the top down, implementing uniform procedures, close monitoring, measurement, rewards and sanctions to maintain tight control, 8,1 – 14 they apply a machine metaphor to the management of complex organizations and seek to make the people within them efficient as opposed toeffective. It can be convincingly argued that in sectors like health care, much of the value created in the process of strategy implementation is generated by the discretionary activity 15 of human beings engaging in interactions which draw upon tacit knowledge. Such interactions cannot be precisely prescribed.…”

“…As Balch and Armstrong 26 illustrate with reference to Enron, creative accounting practices which emerged in the service of profit goals eventually led to corporate collapse. Brian Smith 15 has discussed in this journal the problem of ‘counter-effort’ from managers in the context of top-down directed strategy implementation. Complexity dynamics explain why such contexts can lead to undesired behaviours.…”

Influencers and consequences of Organisational Commitment within Sheffield City Region’s mid-sized businesses

“…The literature suggests that SI has a relationship with OC (and wider organisation success), through the definition of the two terms if nothing else, and research in this area can begin to reveal it. With the notable exception of the work by Smith (2009Smith ( , 2010Smith ( , 2014) the area of OC and SI are seldom studied together, and it is noted that even Smith, who has made several calls for research into OC relative to SI, is yet to publish any empirical work himself. Moreover, even if he were to carry out this empirical work, it is likely that based on his style and earlier work that the study would repeat the earlier seen traditions of statistical and positivistic verification already seen.…”

“…These results can be compared to the overall results from the 205 questionnaire, AC 72%, CC, 51%, NC, 69% and SI, 76%. Smith (2009Smith ( , 2010 called for research in this area and for an investigation as to whether OC could aid employee support for organisations implementation efforts. This relationship has been found in this thesis in support of Smith's hypothesis.…”