Alignment: the foundation of effective strategy execution

2017 ◽  
Vol 66 (8) ◽  
pp. 1043-1063 ◽  
Author(s):  
Amit Kumar Srivastava ◽  
Sushil
Keyword(s):  
Action Plan ◽  
Large Sample Size ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Content Type ◽  
Managerial Action ◽  
Strategic Goals ◽  
Hierarchical Relationships ◽  
Multi Method Approach ◽  
Framework Development

Purpose Understanding a lack of strategy execution research, especially a lack of execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective strategy execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into execution performance. Design/methodology/approach This study develops an empirically tested framework of “alignment” that can be used to plan effective strategy execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions. Findings This study shows that structure-strategy linkage is the most fundamental task of strategy execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for execution process. Research limitations/implications This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with strategy is important but not sufficient for effective strategy execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship. Practical implications Strategy execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective strategy execution. The “alignment” aspect of execution has been the most talked about. There are different levels of alignment required for successful strategy execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective strategy execution. Originality/value There is a lack of strategy execution frameworks, especially reflecting on the alignment aspect of strategy execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.

Modeling organizational and information systems for effective strategy execution

2015 ◽  
Vol 28 (4) ◽  
pp. 556-578 ◽  
Author(s):  
Amit Kumar Srivastava ◽  
Sushil
Keyword(s):  
Action Plan ◽  
The Other ◽  
Large Sample Size ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Content Type ◽  
Key Stakeholders ◽  
Strategic Goals ◽  
Effective Development ◽  
Control And Monitoring System

Purpose – The purpose of this paper is to develop a model of automate for effective strategy execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using exploratory factor analysis, total interpretive structure modeling, and t-test techniques have been conducted. Findings – In the context of effective strategy execution, the organization support system has most driving power affecting appropriateness of other automate systems. On the other hand, the effective design and deployment of control and monitoring system dependent on other systems. The control and monitoring directly affects the success of strategy execution while the other systems affect execution through structural mediation suggested by the proposed model. Research limitations/implications – Though this study adopts multiple research methods, a comparatively large sample size would be more useful. The study also faces subjective limitation of the research context. There is possibility of participant’s biases while responding to five-point scale questionnaire. Practical implications – The driving-dependence linkages among the automate systems helps in developing appropriate managerial action plan to convert strategic goals into the results. The model helps in institutionalizing the systems as well as making them effective while linking them in structured relationship. Additionally, the integrated understanding of the automate systems helps promote a sense of purpose and shared meaning of systems among the key stakeholders, which smoothen the execution process. Originality/value – This study reviews and factorize different automate systems and identifies structured linkages among them to demonstrate the relative criticality of each systems and how effective development of one system leads to the effectiveness of other system. This study also adds methodological value extending triangulation along with the interpretative tool.

Towards more effective strategy execution

2020 ◽  
Vol 36 (5) ◽  
pp. 19-21
Keyword(s):  
Driving Force ◽  
Design Methodology ◽  
Reading Time ◽  
The Other ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Content Type ◽  
Pertinent Information ◽  
Overall Performance ◽  
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 Efficiency in both planning and implementation impact on the overall performance of any strategy. Execution is often below standard though, particularly where public sector firms are concerned. But strong leadership can provide the necessary guidance and serve as a driving force to effectively align all the other key components and significantly improve the outcome as a result. 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.

Modelling drivers of adapt for effective strategy execution

2014 ◽  
Vol 21 (6) ◽  
pp. 369-391 ◽  
Author(s):  
Amit Kumar Srivastava ◽  
Sushil Sushil
Keyword(s):  
Learning Organization ◽  
Balanced Scorecard ◽  
Model Building ◽  
Test Methods ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
Score Card ◽  
Adaptive Culture

Purpose – The purpose of this study is to develop a framework for “Adapt” in the context of strategy execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using Confirmatory Factor Analysis, Interpretive Structure Modeling, Total Interpretive Structural Modeling and t-test methods have been conducted. Findings – The conceptualization of learning and learning organization can only be possible when organization develops adaptive culture. When an organization becomes learning organization, it starts becoming vital by adopting flexibility wherever and whenever it is required. This vitalization process helps organization use successfully the frameworks of strategy execution. Research limitations/implications – In many cases the Balance Score Card could not succeed. Our study suggests that the adaptive culture gives impetus for learning and growth suggested in balanced scorecard (BSC) and adapt suggested in Management System. This study is more an exploratory effort with limited sample size. The findings can be consolidated and enriched with significantly large sample from varied contexts. Practical implications – There is clear relative importance and sequence of corrective actions required to improve the hit rate of strategy execution. Organization can use the proposed framework to handle the issues of adapt in strategy execution. Originality/value – Many scholars have pointed out that there is lack of strategy execution framework, and more specifically, in the case of adapt. The study contributes by providing a conceptual framework to address different aspects of adapt and change management for effective strategy execution. Additionally, this study adds methodological value to traditional model building.

Making strategy execution successful

2018 ◽  
Vol 34 (2) ◽  
pp. 10-12
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Strategy Execution ◽  
Content Type ◽  
Pertinent Information ◽  
Hierarchical Relationships ◽  
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 Firms can successfully execute their strategies by focusing on alignment. It is essential to consider different factors which influence alignment and to recognize the hierarchical relationships that exist between them. 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.

Enhancing visualisation to communicate and execute strategy

2014 ◽  
Vol 7 (2) ◽  
pp. 109-126 ◽  
Author(s):  
Kristy de Salas ◽  
Craig Huxley
Keyword(s):  
Corporate Strategy ◽  
Strategy Development ◽  
Business Success ◽  
Strategy Execution ◽  
Content Type ◽  
Strategic Objectives ◽  
Process Maps ◽  
Development Methodology ◽  
Holistic Understanding ◽  
Strategic Goals

Purpose – Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues. Design/methodology/approach – This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined. Findings – Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness. Originality/value – Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.

Factors impacting BIM application in prefabricated buildings in China with DEMATEL-ISM

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cheng Gong ◽  
Hongyu Xu ◽  
Feng Xiong ◽  
Jian Zuo ◽  
Na Dong
Keyword(s):  
Rapid Development ◽  
Information Modeling ◽  
Critical Factors ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
Expert Interview ◽  
Improvement Strategies ◽  
Building Information ◽  
Share Data ◽  
Strategic Goals

Purpose Some papers have investigated the complex factors impacting building information modeling (BIM) application in prefabricated buildings (PBs), but few paid attention to their interaction relationships. Ignoring the fact that different factors are not isolated may lead to some key factors being overlooked without appropriate improvement strategies being proposed. This paper aims to analyze those factors and their inter-relationships, with the view to identify the critical factors and their interaction relationships so as to derive constructive strategies that would effectively facilitate BIM adoption in Chinese prefabrication. Design/methodology/approach First, factors influencing BIM application in prefabrication are extracted and collated by literature review, expert interview and analysis of PBs characteristics. Thereafter, an evaluation laboratory (decision-making trial and evaluation laboratory) and interpretive structural modeling are used to explore the relationships and hierarchy among the factors. Based on the degree of cause and centrality, critical factors are extracted and the interaction relationship are investigated. Findings The results show that BIM policies and standards for PBs are the main causal factors. The maturity of BIM software and BIM data interface for PBs, willingness to share data, the strategic goals of the enterprise, BIM law and BIM input and benefit are the main transitional factors while BIM staff and workflow, enterprise attitude, distribution of BIM liability and cooperation of participants are the main direct factors. Originality/value Based on the above findings, corresponding improvement strategies are proposed so as to promote BIM application in prefabrication and the rapid development of China’s PBs efficiently.

Mixed embeddedness of Brazilian entrepreneurs in Toronto

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Roberto Pessoa de Queiroz Falcão ◽  
Michel Mott Machado ◽  
Eduardo Picanço Cruz ◽  
Caroline Shenaz Hossein
Keyword(s):  
Service Sector ◽  
The Body ◽  
Structured Interviews ◽  
Immigrant Entrepreneurship ◽  
Content Type ◽  
Brazilian Government ◽  
Body Of Knowledge ◽  
Multi Method Approach ◽  
High Level ◽  
Entrepreneurial Activities

PurposeThe purpose of this article is to investigate how social integration, immigrant networks and barriers to ventureing affect the entrepreneurial activities of Brazilians in Canada, indicating how mixed embeddedness takes place in that context.Design/methodology/approachData were collected in Toronto, through the application of a survey with 74 Brazilian entrepreneur respondents and 42 semi-structured interviews with selected subjects, thus representing a multi-method approach. The analysis included descriptive statistics from the survey data and a qualitative analysis of the trajectories and life stories of Brazilian immigrants.FindingsOur sample comprises respondents with a high level of education and proficiency in English, coming predominantly from the southeast of Brazil, white, aged from 30 to 49. The majority of businesses are small and related to the service sector. The article contributes to the literature by discussing the elements related to mixed embeddedness, including the need for cultural adaptation and for the creation of networks as a crucial element for business venturing.Research limitations/implicationsThe study focuses on entrepreneurs regardless of their businesses sector or formality/informality status. It could be used as an instrument to support Canadian public policies for welcoming Brazilians and for the Brazilian government to prevent the evasion of potential entrepreneurs.Originality/valueThe article contributes to the body of knowledge of immigrant entrepreneurship in Canada and of Brazilian entrepreneurship overseas. The results suggest factors that may be relevant to the expansion of their business, such as social networking, cultural embeddedness and adaptation of the products/services to a wider range of target customers.

A strategic and good governance perspective on handling patient complaints

2018 ◽  
Vol 31 (8) ◽  
pp. 923-934
Author(s):  
Sanna Pauliina Ryynänen ◽  
Risto Harisalo
Keyword(s):  
Health Care ◽  
Medical Care ◽  
Good Governance ◽  
Care Organization ◽  
Content Type ◽  
Patient Complaints ◽  
Care Processes ◽  
Patient’S Rights ◽  
Strategic Goals

Purpose The patient complaint is one of the main procedures of exercising patient’s rights in the Finnish health care system. Such complaints typically concern the quality of care and/or patient safety. The purpose of this paper is to examine the types of patient complaints received by a specialized medical care organization and the kinds of responses given by the organization’s personnel. The organization’s strategy and good governance principles provide the framework for understanding the organization’s action. Design/methodology/approach This study’s data comprise patient complaints and the responses from personnel of a specialized medical care organization from the start of 2012 to the end of January 2014. The data were analyzed through qualitative data analysis. Findings The results show many unwanted grievances, but also reveal the procedures employed to improve health care processes. The results are related to patients’ care experiences, provision of information, personnel’s professional skills and the approach to patient complaints handling. The integrative result of the analysis was to find consensus between the patients’ expectations and personnel’s evaluation of patients’ needs. Originality/value Few prior studies have examined patient complaints related to both strategy and good governance. Patient complaints were found to have several confluences with an organization’s strategic goals, objectives and good governance principles. The study recommends further research on personnel procedures for patient complaints handling, with a view to influencing strategic planning and implementation of strategies of organizations.

scholarly journals Future vision

2015 ◽  
Vol 13 (3/4) ◽  
pp. 346-360 ◽  
Author(s):  
Simon Rogerson
Keyword(s):  
Action Plan ◽  
Information And Communications Technology ◽  
Ethical Challenges ◽  
Content Type ◽  
Funded Research ◽  
Starting Point ◽  
Global Action ◽  
History Of ◽  
Ict Ethics ◽  
Future Vision

Purpose – The purpose of this paper is to review the world of information and communications technology (ICT) from its early days to the near future. The aim is to consider how successfully academia, industry and government have worked together in delivering ethically acceptable ICT which is accessible to those who might benefit from such advances. The paper concludes with suggestions of a fresh approach for the future. Design/methodology/approach – The paper draws upon evidence from the history of computers, funded research projects, professional bodies in the field, the ETHICOMP conference series and reported ICT disasters. The author uses his experience as both an ICT practitioner and an academic in the ICT ethics field to synthesise the evidence so providing a foundation on which to build an outline global action plan. Findings – The paper lays out the findings that there has been much detailed observation and analysis of the ethical challenges surrounding ICT but the transformation of this into widespread practical positive action remains elusive. It explores why progress has been difficult. Originality/value – This review of the interconnecting landscapes of practical ICT, funded research and the ICT ethics community is new. The attempt to demonstrate what progress has been made and to identify the underlying factors which influence progress are valuable to future generations working in this area. The concluding suggestions for action offer a starting point for entering the next phase of ICT ethics.

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