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• is an action-oriented, “make-it-happen” process involving
people management, developing competencies and
capabilities, budgeting, policymaking, motivating, culture-
building, and leadership.
• Sometimes referred to as operational planning because it
involves day-to-day decisions on resource allocation.
a. Unite total organization behind strategy;
b. See that activities are done in a manner tightly matching first-rate
strategy execution;
c. generate commitment so an enthusiastic crusade merges to carry
out strategy; and
d. fit how the organization conducts its operations to the
requirements of strategy.
1. building a capable organization
2. allocating resources to strategy-critical activities
3. establishing strategy-supportive policies
4. tying rewards to achievement of results
5. creating a strategy-supportive corporate culture
6. installing needed information, communication and
operating systems
7. instituting best practices and programs for continuous
8. exerting the leadership necessary to drive the process
forward and keep improving.
a. Good Leadership
• Having a good, credible and skillful leader in
implementing and executing a variety of strategies will
encourage other members of the organization to do
actions on the strategies.
b. Motivating
• Because strategy execution requires more than
just doing what is deemed crucial and
extraordinary, it requires a lot of motivational
tasks on the part of the management and drive
people to deliver the expectations from all levels
of the implementers and executors of the
c. Working with others
• Implementing and executing the strategy deals
with working with as many people as possible.

d. Creating fits between requirements for good

strategy execution and how organization
conducts its business.
Thompson and Strickland (1999) cited that what
makes it difficult to implement and execute
strategy are the following factors:
a) it demands a variety of managerial activities that
have to be performed
b) there are numerous ways to tackle each activity
c) it requires good people management skills
d) it requires launching and managing a variety of
initiatives simultaneously.
e) there are number of bediviling issues to be
worked out.
f) it involves battling resistance to change
g) it is hard to integrate efforts of many different
work groups into a smoothly-functioning whole.
Who should be involved in implementing the
Every organizational unit and all employees
have a role in the strategy implementing and
executing process. However, the company president,
chief executive officer, senior executives and heads
of major departments must lead the process and
orchestrate major initiatives.
Ways to lead the Implementation and Execution
a) take active, visible role or low-key, behind-the-
scene role;
b) make decisions authoritatively
c) deligate much or little
d) be personally involved in details or coach others
to carry day-to-day burden; and
e) proceed swiftly to achieve results or move
deliberately, content with gradual progress.
Role of Policies in Aid of Strategy Execution
a) provide top-down guidance regarding expected
b) help align internal actions with strategy,
channeling efforts along the intended path
c) enforce consistency in performance of activities
in geographically scattered units; and
d) serve as powerful lever for changing corporate
culture to produce stronger fit with a new
Too much policy and procedures on the other hand
may be perceives as too bureaucratic and may have
negative effects down the line or can be as stifling as
having a wrong policy or as chaotic as no policy.

Often, the best policy is empowering employees

and letting them operate between the white lines anyway
they think best.