Operationalizing strategic planning

Abstract

This article reports on a study which had the purpose of probing the reality of strategic planning, of highlighting some of its shortcomings then contrasting that reality with the literature‐based constructs which are taught in business schools worldwide. In this way it is shown that the benefits of strategic planning are not realized unless the process is totally integrated with current operations. This study shows that only rarely is strategic planning a live process within companies. However, to make an improvement is extremely difficult because frequently the commitment and energy does not exist in companies. As a result, many companies are failing to benefit from their strategic planning efforts and are thus failing to establish appropriate long‐term corporate positionings.

Factors affecting successful strategy implementation in the Water Sector in Kenya

“…It includes presentations of various models showing the organizational characteristics suggested as significant factors for effective strategy implementation (Guffy, 1992). It is also portrayed as a lively process by which companies identify future opportunities (Reid, 1989). Additionally, the existence of a strategy is an essential condition or precondition for strategy implementation.…”

A Study on the Causes of Strategies Failing to Success

“…al., (2005) defines strategy implementation as the explanation of how the strategy developed in a limited time should effectively be implemented to the capacities, human and financial resources of the organization. According to Reid (1989), strategy implementation is a vital process describing the opportunities of the future. From another viewpoint, strategy implementation is the collection of implementations and operations originating from the important managerial capabilities and behaviours defined for good leadership (de Kluyver & Pearce, 2003).…”

Relationship of Strategy Execution Plan Dimensions on Organization Performance of Higher Educational Institution in Palestine

“…It is believed that the lack of concrete objectives contributed to implementation failure at two different organizations. Previous studies conducted by Alamsjah (2011), Cater andPuko (2010), Kaplan (1995), Hambrick and Cannella (1989), Reid (1989), Reed and Buckley (1988) and Wernham (1985) have affirmed the need to always translate the strategy into concrete implementation objectives. They argued that goal setting provides a sense of direction and pace setting for the implementation effort, while inadequate goal specification and misaligned targets can have a negative effect on implementation and organizational performance (Alamsjah, 2011;Cater & Puko, 2010;Maas, 2008;Kaplan, 1995;Hambrick & Cannella, 1989;Reid, 1989;Reed & Buckley, 1988;Wernham, 1985).…”

“…Clear responsibility should be allocated for the successful outcome of the implementation. By allocating clear responsibilities for the execution of the implementation activities, progress can be measured and controlled (Reid, 1989). Accordingly, the study by Maas (2008) revealed that when organizational members do not have clear tasks and responsibilities, they may become confused, unmotivated and insecure.…”