Strategy Execution: Translating Corporate Strategy into Program and Project Strategy

2016 ◽  
pp. 35-56
Keyword(s):  
Corporate Strategy ◽  
Strategy Execution ◽  
Project Strategy

scholarly journals PEMETEAAN KOMPETISI PERGURUAN TINGI DENGAN BRAND MEASUREMENT

2017 ◽  
Vol 9 (2) ◽  
Author(s):  
Hendy Tannady
Keyword(s):  
High School ◽  
High School Students ◽  
Corporate Strategy ◽  
Senior High School ◽  
Brand Awareness ◽  
Strategy Execution ◽  
Brand Preference ◽  
School Students ◽  
Brand Perception ◽  
Senior High School Students

<p>The right strategy execution by business and commercial organizations expected to improve performance, however the current corporate strategy is viewed no longer enough, and should start paying attention to imaging as a means to seize the market, the brand can also be seen as something that can strengthen or weaken the positioning in the eyes of the market. Mapping of corporate  brand Is reviewed from the point of evalution and relevance should be right on target and should be used as supportive data for making short and long term strategy of the organizations.</p><p>This research discussed about how mapping the universities brand, mapping activities was divide in to three measurement, which is Brand Awareness, Brand Preference and Brand Perception. This research also segementing respondents in two segments, senior high school students and parents, this research located in West Jakarta, research target is mapping universities brand in national context, thus universities in answer separate in national universities.</p><p>Result from this research showing that University of Indonesia is Top of Mind in senior high school students Brand Awareness with 19,17% and Tarumanagara University is Top of Mind in parents brand awareness with 28,33%. Whereas brand preference result in University of Indonesia is the most preference in students and parents perpectives with 24,17% and 27,5%.</p><p>Keywords : Brand, Universities, Brand Awareness, brand preference, brand perception</p>

How to estimate the effectiveness of corporate strategy execution

2020 ◽  
Vol 19 (2) ◽  
pp. 341-358
Author(s):  
O.V. Glushakova ◽  
O.P. Chernikova ◽  
S.A. Strekalova
Keyword(s):  
Environmental Factors ◽  
Corporate Strategy ◽  
Gap Analysis ◽  
Strategy Execution ◽  
Iron And Steel ◽  
Corporate Strategies ◽  
The Face ◽  
Commercial Organizations ◽  
Key Indicators ◽  
Commercial Organization

Subject. The article considers methods to evaluate the performance of commercial organizations, taking into account sectoral specificity and environmental factors. Objectives. The purpose of the study is to test the developed methodological tools that are focused on evaluating the effectiveness of corporate strategy implementation, using the case of commercial organizations operating in the iron and steel industry. Methods. We employ the process approach, benchmarking methods, gap analysis, sets of key indicators of effectiveness of functional strategies execution. Results. We performed integrated assessment of the results of corporate strategies implementation by twenty eight Russian iron works in 2014, which was the most difficult year for the industry during the crisis period from 2008 to 2018. By detecting ‘the best’ and ‘potential bankrupts’ in 2014, we determined the boundaries of the corridor enabling to identify the position of commercial organization of the industry segment and assess gaps in the integrated indicators that characterize the effectiveness of basic functional strategies and the entire corporate strategy. Conclusions. The developed methodological tools will help increase the strategic flexibility of a commercial organization in the face of high variability of environmental factors.

What should be centralized and what should not: that is the question within a school of business context

2020 ◽  
Vol 10 (2) ◽  
pp. 1-27
Author(s):  
Luz Maria Rivas ◽  
Stefania Correa
Keyword(s):  
Corporate Strategy ◽  
Academic Programs ◽  
Shared Services ◽  
Strategy Execution ◽  
Content Type ◽  
Business Context ◽  
Strategic Issues ◽  
Joint Management ◽  
Academic Level ◽  
Michael Porter

Learning outcomes The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy issues, specifically, on the joint management of businesses (in this case, academic programs). Therefore, students are expected to be able to understand the managerial dilemma on centralization and decentralization; recognize the peculiarities of a shared services center (SSC); and decide on which services to centralize in an SSC. Case overview/synopsis Centralizing or not centralizing is a frequent managerial dilemma. This is a challenge faced not only by business managers but also by corporate level areas responsible for jointly managing various businesses. Resources and capabilities allocation is an essential process for strategy execution, specifically in corporate strategy that must answer the question: How to jointly manage businesses? Sharing services is a collaborative strategy which aims to increase efficiency by centralizing some processes related to this joint business management. Mario, Dean of the Escuela de Administración in Medellín, Colombia, intends to optimize the school resource allocation processes so that there is more equitable support between the different academic programs. For this, he has thought of creating an SSC as it is a practice that he has seen in prominent companies in the city. His idea is to start operating the SSC in early 2018; however, the particular character of a management school leads him to ask himself: What to centralize and what not to centralize? Complexity academic level This case of decision (Ellet, 2007; Sánchez et al., 2013) can be used to promote student learning of strategy courses both at advanced undergraduate levels and in graduate programs. Likewise, it can be used in workshops with executives and administrative personnel of companies that face the centralize–decentralize dilemma. These types of topics are the subject of study by both corporate strategy theorists who address the question of how to jointly manage business (Menz et al., 2015; Michael Porter, 1987) and consultants (Deloitte, 2012). It is desirable, although not mandatory, that students have some knowledge or experience in strategic issues and challenges associated with the administration of companies made up of various businesses (multi-business firms). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

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.

Moving from Corporate Strategy to Project Strategy

2005 ◽  
Vol 36 (4) ◽  
pp. 5-18 ◽  
Author(s):  
Peter W. G. Morris ◽  
Ashley Jamieson
Keyword(s):  
Corporate Strategy ◽  
Project Strategy

Corporate Strategy

2016 ◽  
Author(s):  
Phanish Puranam ◽  
Bart Vanneste
Keyword(s):  
Corporate Strategy

Sequential Difficulty Effects During Strategy Execution

2012 ◽  
Vol 59 (5) ◽  
pp. 295-301 ◽  
Author(s):  
Kim Uittenhove ◽  
Patrick Lemaire
Keyword(s):  
Computational Models ◽  
Preceding Trial ◽  
Human Cognition ◽  
Strategy Execution ◽  
Strategy Performance ◽  
Empirical Implications

In two experiments, we tested the hypothesis that strategy performance on a given trial is influenced by the difficulty of the strategy executed on the immediately preceding trial, an effect that we call strategy sequential difficulty effect. Participants’ task was to provide approximate sums to two-digit addition problems by using cued rounding strategies. Results showed that performance was poorer after a difficult strategy than after an easy strategy. Our results have important theoretical and empirical implications for computational models of strategy choices and for furthering our understanding of strategic variations in arithmetic as well as in human cognition in general.

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