Causal Mapping for Strategy Execution: Pitfalls and Applications

2021 ◽  
pp. 000812562110197
Author(s):  
Andrew F. MacLennan ◽  
Constantinos C. Markides
Keyword(s):  
Strategy Implementation ◽  
Developing Strategy ◽  
Strategy Execution ◽  
Strategic Objectives ◽  
Causal Mapping ◽  
Causal Maps ◽  
Specific Activities

Organizations can attempt to improve strategy implementation by developing strategy execution maps, which aim to translate strategic objectives into specific activities and provide sufficient clarity to inform employees’ decisions and actions. However, managers often encounter pitfalls, both in framing the process and in developing maps. This article suggests how to overcome these pitfalls, describes several applications of causal maps to further enhance strategy execution, and illustrates strategy execution maps for organizations with distinctive strategies.

Avoiding the strategy execution pitfalls

2016 ◽  
Vol 32 (5) ◽  
pp. 16-18
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Cutting Edge ◽  
Strategy Execution ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Dilemmas do not signal that a strategy is flawed or that leadership is failing. Rather, they are part and parcel of the strategy implementation process. They present consequential choices that need to be understood and addressed. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Ranking Strategic Objectives in a Strategy Map Based on Logarithmic Fuzzy Preference Programming and Similarity Method

2019 ◽  
Vol 27 (3) ◽  
pp. 153-161
Author(s):  
Hossein Safari ◽  
Ehsan Khanmohammadi ◽  
Meysam Maleki ◽  
Virgilio Cruz-Machado ◽  
Eduard Shevtshenko
Keyword(s):  
Strategy Implementation ◽  
Decision Makers ◽  
Efficient Tool ◽  
Analysis Problem ◽  
Strategic Objectives ◽  
Strategy Maps ◽  
Strategy Map ◽  
Multi Criteria Analysis ◽  
Similarity Method ◽  
Fuzzy Preference

AbstractThis paper aims to rank strategic objectives in a strategy map to improve the efficiency of strategy implementation. Objectives are ranked based on strategic destinations using the combination of Logarithmic Fuzzy Preference Programming (LFPP) and similarity method. In the first step, the weight of strategic destinations is obtained using LFPP technique; then objectives are ranked by similarity method. Similarity method uses the concept of alternative gradient and magnitude for effectively solving the general multi-criteria analysis problem. Finally, objectives are ranked in an actual strategy map. As a practical and efficient tool, the proposed approach can assist managers and decision-makers in drawing more efficient output from strategy maps.

scholarly journals Critical success factors on project and process management in competitive strategy implementation

2019 ◽  
Vol 16 (4) ◽  
pp. 605-616
Author(s):  
Suzy Almeida Ferreira ◽  
Julio Vieira Neto ◽  
Haydee Maria Correia da Silveira Batista
Keyword(s):  
Competitive Strategy ◽  
Design Methodology ◽  
Critical Success Factors ◽  
Success Factors ◽  
Process Management ◽  
Strategy Implementation ◽  
Strategic Objectives ◽  
Critical Success ◽  
Data Collection Instrument ◽  
Practical Implications

Goal: Raise in the literature of project and process management the critical success factors needed to implement a competitive strategy aiming to rank them and to recommend guidelines for a successful competitive strategy implementation. Design / Methodology / Approach: In order to reach the desired objectives, a research was carried out in the literature, enabling the creation of the questionnaire applied as a data collection instrument and the use of relative frequency analysis and measure of central tendency, mode, as the statistical treatments. Results: All the 42 requirements raised in the literature were considered as critical success factors for competitive strategy implementation and the analysis of the professionals' answers made it possible to include a further 12 critical success factors. Limitations of the investigation: The size of the sample, which was conditioned to the number of respondents of the questionnaire distributed by electronic means. And because the size of the population is unknown it is not possible to realize generalizations. Practical implications: A recommendation for companies was prepared through four priority actions in the competitive strategy implementation. The research concluded that beyond the pillar’s strategy, processes and projects, people, in the figure of client or employees, need to be included as one of the bases for competitive advantage. Originality / Value: The scheme ranking the requirements relevance for competitive strategy implementation is a way to support companies to promote actions to adapt the corporate environment so that all of productive links are aligned with the strategic objectives.

scholarly journals Insights and challenges of strategy and its financial component execution in the public sector

2016 ◽  
Vol 5 (4) ◽  
pp. 48-57
Author(s):  
Phumla Mkhabela ◽  
Christopher Tarisayi Chikandiwa
Keyword(s):  
Public Sector ◽  
Effective Communication ◽  
Jel Classification ◽  
Strategy Implementation ◽  
Organizational Strategy ◽  
Strategy Execution ◽  
The Public ◽  
Local Municipality ◽  
Current Article ◽  
Financial Challenges

There is a growing need to understand how leaders can initiate changes that address the problems of strategy execution. The current article attempts to address the issues that concern strategy implementation. As such, a study was carried out in a local municipality. The results of the study highlighted several important factors: the difficulty of understanding the organizational strategy, the detriment of the strategy and operations gap, as well as the financial challenges faced during the implementation of the strategy. It was, therefore, recommended that the leadership should ensure effective communication of the organizational strategy. Furthermore, there is a need for bridging the strategy and the operational divide. Keywords: strategy and operational implementation, municipality, vision, municipal financial challenges and effective communication. JEL Classification: E6, L21, L80

FAKTOR-FAKTOR YANG MEMPENGARUHI IMPLEMENTASI STRATEGI YANG EFEKTIF DALAM INDUSTRI BANK SYARIAH

2018 ◽  
Vol 8 (1) ◽  
Author(s):  
Marlizar Marlizar
Keyword(s):  
Empirical Studies ◽  
Strategy Implementation ◽  
Future Research ◽  
Effective Strategy ◽  
Islamic Banks ◽  
Actual Situation ◽  
Strategy Execution ◽  
Factors Affecting ◽  
Islamic Bank ◽  
Implementation Factors

This paper aims to review some researches on the factors affecting effective strategy implementation in Islamic banks industry. The expected of this review is to provide benefits for related researches in the future. This study uses some empirical studies and review papers related to the factors affecting effective strategy implementation in Islamic banks industry. The analysis allows to identify interesting points for future research on the topic of the factors affecting effective strategy implementation in Islamic banks industry. This paper provides a better understanding on how to measure the factors affecting effective strategy implementation in Islamic banks industry in enhancing their performance. This paper only reviewed concerned articles from ScienceDirect and Emerald Insight. The results of the review showed that the limited studies about the factors affecting effective strategy implementation in Islamic banks industry. Result of this study is believed to give worth understanding about actual situation in this field of research. It proposed some notions that will stimulate more intensive researches in this field in the future.Keywords:  Strategy implementation factors, strategy execution, performance and Islamic Bank Industry

Overcoming Blockages In Strategy Execution: Lessons From Agile Managers

2021 ◽  
Vol 86 (2) ◽  
pp. 54-63
Author(s):  
Robert Ford ◽  
Misty Loughry
Keyword(s):  
Software Development ◽  
Strategic Plan ◽  
Agile Software Development ◽  
Strategy Implementation ◽  
Project Teams ◽  
Strategy Execution ◽  
End User ◽  
Customer Needs ◽  
Agile Software ◽  
Implementation Plans

Managers’ attempts to implement their organization’s strategy often meet with challenges that block the execution as planned and these blockages are not always obvious. This paper presents seven lessons from agile software development that managers can use to avoid and overcome blockages in strategy execution. They are: 1) Define and communicate an agile culture. 2) Define and communicate an end goal with measures and deadlines. 3) Break the end goal into multiple projects with specific objectives and short deadlines and assign them to small teams. 4) Give project teams autonomy, but hold them responsible for achieving their objectives on time. 5) Hold frequent brief meetings to identify problems and coordinate across teams. 6) Frequently consult with the customer or end user. 7) Constantly monitor all teams’ progress and customer needs to look for blockages; pivot quickly when a change is needed to execute the strategic plan. These seven lessons help managers quickly recognize when the path to strategy implementation is blocked and lead their teams to find alternatives and quickly pivot to new implementation plans. The process creates a culture that focuses on results yet empowers teams and employees to use their talents and creativity. As a result, the organization is focused and energized as it implements its strategy.

scholarly journals Strategic Approach to Job Design: An Issue in Strategy Implementation

2015 ◽  
Vol 5 (1) ◽  
pp. 48
Author(s):  
Nosheen Jawaid Khan ◽  
Sarwar Azhar ◽  
Zoofishan Hayat
Keyword(s):  
Human Capital ◽  
Core Competencies ◽  
Implementation Process ◽  
Job Design ◽  
Strategy Implementation ◽  
Strategic Human Resource Management ◽  
Organizational Capabilities ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Convergence Process

The field of strategy and strategic human resource management (SHRM) are combined to unveil the “black box” involved in strategy formulation and effective strategy implementation process. The SHRM new focus considered human capital as strategic resource utilized and deployed to strategic jobs that are designed to broaden its focus from task significance to strategically impact on employment of organizational capabilities or competencies at any level in the firm for the effective strategy implementation. Strategic job-design fit contribute to deploy organizational capabilities and competencies for the approach to effective strategy execution that leads to competitive advantage. The strategic capabilities of human capital exhibit certain behaviors that mediate the process of effective strategy implementation. It is suggested that without involvement of internal organization factors (Social Capital and Inter-functional coordination) behaviors cannot be applied appropriately for the convergence process. It is concluded that right pool of human capital should be strategically aligned with strategic jobs while recognizing and deploying organization capabilities and core competencies, manifested through appropriate behaviors rightly applicable through convergence process to smoothen the execution of the strategy.

Interaction among intra-organizational factors effective in successful strategy execution

2014 ◽  
Vol 7 (2) ◽  
pp. 127-154 ◽  
Author(s):  
Mostafa Safdari Ranjbar ◽  
Mohsen Akbarpour Shirazi ◽  
Mojtaba Lashkar Blooki
Keyword(s):  
Organizational Factors ◽  
Integrated Model ◽  
Strategy Implementation ◽  
Strategy Execution ◽  
Final Model ◽  
Content Type ◽  
Successful Strategy ◽  
Quantitative Basis ◽  
Level Of Importance ◽  
Practical Implications

Purpose – The purpose of this paper is to identify the intra-organizational factors effective in a successful strategy implementation, measure the interaction intensity, analyze relation patterns among those factors, and lastly, prioritize the factors according to the level of importance and effect in the success of a strategy implementation. Design/methodology/approach – A review of the literature produced 13 key intra-organizational factors involved in successful strategy implementation. The factors were then prioritized and the interaction among them was identified using interpretive structural modelling (ISM). DEMATEL was employed to quantitatively calculate the importance, intensity and effect in the interaction among the factors. Finally, combining both the aforementioned methods an integrated ISM-DEMATEL model was devised through which the factors were prioritized while the importance, intensity and effect of each factor were quantitatively calculated. Findings – Prioritization and establishing relations and interactions among the identified factors by ISM; determining the priority of each factor and their intensity of effect and interaction on a quantitative basis through DEMATEL method and developing the integrated model of ISM-DEMATEL for intra-organizational factors effective in successful strategy implementation. Research limitations/implications – Due to time limitation, the hybrid model could not be practically applied to any organizations or businesses and in this research, only 12 experts were consulted to construct the model. If the experts involved were increased both quantitatively and qualitatively no doubt the final model would be upheld. Practical implications – Managers who are involved in strategy implementation or who intend to enter this phase are advised to apply the integrated ISM-DEMATEL model that presented in this paper in order to obtain good perspective about interaction and prioritization among the intra-organizational factors effective in strategy implementation success. Originality/value – Identification of 13 key intra-organizational factors effective in successful strategy execution, by studying through the literature; prioritization and establishing relations and interactions among the identified factors by ISM; determining the priority of each factor and their intensity of effect and interaction on a quantitative basis through DEMATEL method; developing the integrated model of ISM-DEMATEL for intra-organizational factors effective in successful strategy execution; improving the integrated model through ISM by applying the findings obtained through DEMATEL.

The six dilemmas of strategy execution

2015 ◽  
Vol 43 (6) ◽  
pp. 18-24 ◽  
Author(s):  
Alex Lowy
Keyword(s):  
Design Methodology ◽  
Organizational Transformation ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Strategy Execution ◽  
Content Type ◽  
Practical Implications ◽  
Current Business

Purpose – There is a recurring and universal set of competing forces that strategy implementers must manage, and their ability to marshal resources and hearts while maintaining the current business depends very much on how six key dilemmas are handled. Design/methodology/approach – The author identifies the six dilemmas and offers a leaders’ guide to managing them. Findings – Dilemmas do not signal that a strategy is flawed or that leadership is failing. Rather, they are part and parcel of the strategy implementation process; they present consequential choices that need to be understood and addressed.” Practical implications – Realism dictates that legitimate dilemmas need to be acknowledged and addressed directly and fully. Originality/value – The leader who is first to recognize and effectively manage the dilemmas of strategy implementation will likely gain a headstart in organizational transformation.

An Empirical Comparison of Collective Causal Mapping Approaches

2005 ◽  
pp. 142-173 ◽  
Author(s):  
Huy V. Vo ◽  
Marshall Scott Poole ◽  
James F. Courtney
Keyword(s):  
Knowledge Sharing ◽  
Organizational Level ◽  
Group Level ◽  
Empirical Comparison ◽  
Subjective Measures ◽  
Causal Mapping ◽  
Causal Maps ◽  
Mapping Process

Recently, capturing and evaluating group causal maps has come to attention of IS researchers (Tegarden and Sheetz, 2003; Lee, Courtney & O’Keefe, 1992; Vennix, 1996; Kwahk and Kim, 1999). This chapter summarizes two studies that formally compare three approaches to building collective maps: aggregate mapping, congregate mapping, and workshop mapping. We first provide a conceptual comparison of the three methods. Then we empirically compare models derived with the three methods using both objective and subjective measures. The results suggest that the aggregate method performs best at the group level, whereas the congregate method performs best at the organizational level. The results also indicate that the workshop method was best at promoting knowledge sharing. These studies suggest that the workshop method can be used in combination with aggregate mapping or congregate mapping methods to improve the collective mapping process.

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