Translating strategy into effective implementation: dispelling the myths and highlighting what works
Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Sterling, John [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2003 |
|---|
| Schlagwörter: |
|---|
| Umfang: |
8 |
|---|
| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: Strategy & leadership - Bradford : Emerald, 1996, 31(2003), 3, Seite 27-34 |
| Übergeordnetes Werk: |
volume:31 ; year:2003 ; number:3 ; pages:27-34 ; extent:8 |
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| DOI / URN: |
10.1108/10878570310472737 |
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NLEJ219967636 |
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| 520 | |a Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness of strategy implementation. There are seven key reasons for strategy failure. Unanticipated market changes - strategies can fail because the market conditions change before the strategy can take hold. Three preventative actions are cited: (1) effective competitor responses to strategy - to out-perform the competition, competitive intelligence is a must; (2) too little investment - if insufficient resources are applied, the strategy will fail. Modeling will aid the executive to make smarter deployment of limited resources; and (3) failure of buy-in - insufficient buy-in to or understanding of the strategy among those who need to implement it will cause failure. Good strategic management is a function of people actively considering the strategy as they make day-to-day decisions in an ever-changing world. Lack of focus - resources are wastefully dissipated if priorities are unclear. Put the strategy on one page: focus to execute. Poorly conceived business models - sometimes strategies are simply bad. | ||
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10.1108/10878570310472737 doi (DE-627)NLEJ219967636 DE-627 ger DE-627 rakwb eng XA-GB Sterling, John verfasserin aut Translating strategy into effective implementation: dispelling the myths and highlighting what works 2003 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness of strategy implementation. There are seven key reasons for strategy failure. Unanticipated market changes - strategies can fail because the market conditions change before the strategy can take hold. Three preventative actions are cited: (1) effective competitor responses to strategy - to out-perform the competition, competitive intelligence is a must; (2) too little investment - if insufficient resources are applied, the strategy will fail. Modeling will aid the executive to make smarter deployment of limited resources; and (3) failure of buy-in - insufficient buy-in to or understanding of the strategy among those who need to implement it will cause failure. Good strategic management is a function of people actively considering the strategy as they make day-to-day decisions in an ever-changing world. Lack of focus - resources are wastefully dissipated if priorities are unclear. Put the strategy on one page: focus to execute. Poorly conceived business models - sometimes strategies are simply bad. Emerald Fulltext Archive Database 1994-2005 Corporate strategy Implementation Strategy In Strategy & leadership Bradford : Emerald, 1996 31(2003), 3, Seite 27-34 Online-Ressource (DE-627)NLEJ21957832X (DE-600)2039442-1 nnns volume:31 year:2003 number:3 pages:27-34 extent:8 http://dx.doi.org/10.1108/10878570310472737 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 31 2003 3 27-34 8 |
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10.1108/10878570310472737 doi (DE-627)NLEJ219967636 DE-627 ger DE-627 rakwb eng XA-GB Sterling, John verfasserin aut Translating strategy into effective implementation: dispelling the myths and highlighting what works 2003 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness of strategy implementation. There are seven key reasons for strategy failure. Unanticipated market changes - strategies can fail because the market conditions change before the strategy can take hold. Three preventative actions are cited: (1) effective competitor responses to strategy - to out-perform the competition, competitive intelligence is a must; (2) too little investment - if insufficient resources are applied, the strategy will fail. Modeling will aid the executive to make smarter deployment of limited resources; and (3) failure of buy-in - insufficient buy-in to or understanding of the strategy among those who need to implement it will cause failure. Good strategic management is a function of people actively considering the strategy as they make day-to-day decisions in an ever-changing world. Lack of focus - resources are wastefully dissipated if priorities are unclear. Put the strategy on one page: focus to execute. Poorly conceived business models - sometimes strategies are simply bad. Emerald Fulltext Archive Database 1994-2005 Corporate strategy Implementation Strategy In Strategy & leadership Bradford : Emerald, 1996 31(2003), 3, Seite 27-34 Online-Ressource (DE-627)NLEJ21957832X (DE-600)2039442-1 nnns volume:31 year:2003 number:3 pages:27-34 extent:8 http://dx.doi.org/10.1108/10878570310472737 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 31 2003 3 27-34 8 |
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10.1108/10878570310472737 doi (DE-627)NLEJ219967636 DE-627 ger DE-627 rakwb eng XA-GB Sterling, John verfasserin aut Translating strategy into effective implementation: dispelling the myths and highlighting what works 2003 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness of strategy implementation. There are seven key reasons for strategy failure. Unanticipated market changes - strategies can fail because the market conditions change before the strategy can take hold. Three preventative actions are cited: (1) effective competitor responses to strategy - to out-perform the competition, competitive intelligence is a must; (2) too little investment - if insufficient resources are applied, the strategy will fail. Modeling will aid the executive to make smarter deployment of limited resources; and (3) failure of buy-in - insufficient buy-in to or understanding of the strategy among those who need to implement it will cause failure. Good strategic management is a function of people actively considering the strategy as they make day-to-day decisions in an ever-changing world. Lack of focus - resources are wastefully dissipated if priorities are unclear. Put the strategy on one page: focus to execute. Poorly conceived business models - sometimes strategies are simply bad. Emerald Fulltext Archive Database 1994-2005 Corporate strategy Implementation Strategy In Strategy & leadership Bradford : Emerald, 1996 31(2003), 3, Seite 27-34 Online-Ressource (DE-627)NLEJ21957832X (DE-600)2039442-1 nnns volume:31 year:2003 number:3 pages:27-34 extent:8 http://dx.doi.org/10.1108/10878570310472737 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 31 2003 3 27-34 8 |
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Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness of strategy implementation. There are seven key reasons for strategy failure. Unanticipated market changes - strategies can fail because the market conditions change before the strategy can take hold. Three preventative actions are cited: (1) effective competitor responses to strategy - to out-perform the competition, competitive intelligence is a must; (2) too little investment - if insufficient resources are applied, the strategy will fail. Modeling will aid the executive to make smarter deployment of limited resources; and (3) failure of buy-in - insufficient buy-in to or understanding of the strategy among those who need to implement it will cause failure. Good strategic management is a function of people actively considering the strategy as they make day-to-day decisions in an ever-changing world. Lack of focus - resources are wastefully dissipated if priorities are unclear. Put the strategy on one page: focus to execute. Poorly conceived business models - sometimes strategies are simply bad. |
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Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness of strategy implementation. There are seven key reasons for strategy failure. Unanticipated market changes - strategies can fail because the market conditions change before the strategy can take hold. Three preventative actions are cited: (1) effective competitor responses to strategy - to out-perform the competition, competitive intelligence is a must; (2) too little investment - if insufficient resources are applied, the strategy will fail. Modeling will aid the executive to make smarter deployment of limited resources; and (3) failure of buy-in - insufficient buy-in to or understanding of the strategy among those who need to implement it will cause failure. Good strategic management is a function of people actively considering the strategy as they make day-to-day decisions in an ever-changing world. Lack of focus - resources are wastefully dissipated if priorities are unclear. Put the strategy on one page: focus to execute. Poorly conceived business models - sometimes strategies are simply bad. |
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Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness of strategy implementation. There are seven key reasons for strategy failure. Unanticipated market changes - strategies can fail because the market conditions change before the strategy can take hold. Three preventative actions are cited: (1) effective competitor responses to strategy - to out-perform the competition, competitive intelligence is a must; (2) too little investment - if insufficient resources are applied, the strategy will fail. Modeling will aid the executive to make smarter deployment of limited resources; and (3) failure of buy-in - insufficient buy-in to or understanding of the strategy among those who need to implement it will cause failure. Good strategic management is a function of people actively considering the strategy as they make day-to-day decisions in an ever-changing world. Lack of focus - resources are wastefully dissipated if priorities are unclear. Put the strategy on one page: focus to execute. Poorly conceived business models - sometimes strategies are simply bad. |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219967636</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707095805.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s2003 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/10878570310472737</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219967636</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Sterling, John</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Translating strategy into effective implementation: dispelling the myths and highlighting what works</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2003</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">8</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Several reasons are frequently offered to explain (or to justify) failure to implement strategy. Some are valid but many have merely gained credibility from being repeated often. By discrediting the myths, we can more clearly look at a number of approaches that can greatly enhance the effectiveness of strategy implementation. There are seven key reasons for strategy failure. Unanticipated market changes - strategies can fail because the market conditions change before the strategy can take hold. Three preventative actions are cited: (1) effective competitor responses to strategy - to out-perform the competition, competitive intelligence is a must; (2) too little investment - if insufficient resources are applied, the strategy will fail. Modeling will aid the executive to make smarter deployment of limited resources; and (3) failure of buy-in - insufficient buy-in to or understanding of the strategy among those who need to implement it will cause failure. Good strategic management is a function of people actively considering the strategy as they make day-to-day decisions in an ever-changing world. Lack of focus - resources are wastefully dissipated if priorities are unclear. Put the strategy on one page: focus to execute. Poorly conceived business models - sometimes strategies are simply bad.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Corporate strategy</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Implementation</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Strategy</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Strategy & leadership</subfield><subfield code="d">Bradford : Emerald, 1996</subfield><subfield code="g">31(2003), 3, Seite 27-34</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ21957832X</subfield><subfield code="w">(DE-600)2039442-1</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:31</subfield><subfield code="g">year:2003</subfield><subfield code="g">number:3</subfield><subfield code="g">pages:27-34</subfield><subfield code="g">extent:8</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/10878570310472737</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">31</subfield><subfield code="j">2003</subfield><subfield code="e">3</subfield><subfield code="h">27-34</subfield><subfield code="g">8</subfield></datafield></record></collection>
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