Strategy Implementation
Making Strategy Happen
Implementation converts strategy into action through structure, systems, culture, and people. Candidates must understand McKinsey 7S (strategy, structure, systems, style, staff, skills, shared values), Balanced Scorecard (financial, customer, internal processes, learning and growth), and change management models (Kotter, Lewin). Also know resource allocation, project management, and performance measurement.
Common Traps
- Treating implementation as an afterthought: The trap is assuming a good strategy guarantees success-implementation failure is common.
- Confusing 7S with other frameworks: 7S is for organisational alignment, not external analysis.
- Balanced Scorecard misapplication: It is not just a set of financial measures; it links objectives across four perspectives.
- Underestimating culture: Cultural resistance can derail strategy; consider cultural web.
Worked Example
"A retailer introduces a new strategy but staff continue old practices. Which implementation issue?" Answer: Cultural and behavioural inertia-addressed through change management (e.g., Kotter's steps) and alignment of rewards. The trap is blaming strategy formulation when the issue is implementation.
Rule of thumb: Use the 7S framework to check alignment; if any S is inconsistent with strategy, implementation will falter. Use the Balanced Scorecard to translate strategy into measurable targets across perspectives.
Key Concepts to Master
- McKinsey 7S and alignment.
- Balanced Scorecard four perspectives.
- Kotter's 8 steps and Lewin's unfreeze-change-refreeze.
- Cultural web and its elements.
- Resource planning and critical success factors.