Managing Strategy Implementation

Strategy according to Percy Barnevik, Chairman of ABB is 10 per cent vision and 90 per cent execution. Yet standard textbooks of strategic management are decidedly light in terms of their treatment of the organisational issues which frequently derail change initiatives. This text on the implementation of strategy redresses the balance. Strategy according to Percy Barnevik, Chairman of ABB, is 10 per cent vision and 90 per cent execution. Yet standard textbooks of strategic management are decidedly light in terms of their treatment of the organizational issues which frequently derail change initiatives. Managing Strategy Implementation collects the insights of leading practitioners and academics experienced in executive education in a volume that explicitly examines the organizational issues. The book is divided into four sections, dealing respectively with new models of the process of strategy implementation, key roles in the strategic change process, and success factors in strategy implementation. Topics include the narrative of strategic change, management of uncertainty, the role and utlity of consultants as well as emotional intelligence, the leadership of learning, the role of teams in implementation and the public sector context. A detailed treatment of the emotional world of implementation is given which includes consideration of the stress issues involved, plus a detailed treatment of the middle manager as both architect and potential saboteur of change. The final section focuses on practice and the enablers of successful strategy implementation. Strategy according to Percy Barnevik, Chairman of ABB is 10 per cent vision and 90 per cent execution. Yet standard textbooks of strategic management are decidedly light in terms of their treatment of the organisational issues which frequently derail change initiatives. This text on the implementation of strategy redresses the balance.