A Road Map for Successful Strategy Execution: Strategic Leadership

IESE Insight ◽  
2018 ◽  
pp. 44-51
Author(s):  
Fabrizio Ferraro ◽  
José Miguel Argüelles ◽  
Massimo Maoret
Keyword(s):  
Strategic Leadership ◽  
Strategy Execution ◽  
Successful Strategy ◽  
Road Map

scholarly journals Strategic Management dan Strategic Leadership: Dua Sisi Mata Uang Kemampuan untuk Hadapi Tantangan Perubahan Lingkungan yang Drastis

2011 ◽  
Vol 2 (1) ◽  
pp. 415
Author(s):  
Son Wandrial
Keyword(s):  
Strategic Management ◽  
Management Strategy ◽  
Strategic Plan ◽  
The Other ◽  
Strategic Leadership ◽  
Road Map ◽  
Other Hand ◽  
The Future ◽  
Two Sides

Management strategy and strategic leadership are like two sides of a coin that can not be separated, the management strategy is the tool in making a strategic plan for the future, while on the other hand, leadership (leadership) is more emphasis on people who have in the organization (leader and follower behavior) that will run (implementation) the formulated plan so that the goals (objectives) of the company could be reached. In a moving-forward environment, a leader is charged to be always monitoring and watching all changes. Any kind of changes will affect objective approach. A leader will not only be charged to see future, create a road map from the organization, but also has behave in manner to support the goal. 

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.

KEYS TO SUCCESSFUL STRATEGY EXECUTION

2002 ◽  
Vol 23 (1) ◽  
pp. 30-34 ◽  
Author(s):  
Robert Zagotta ◽  
Don Robinson
Keyword(s):  
Strategy Execution ◽  
Successful Strategy
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