Strategic Execution Trajectories

In this article, the author attempts to determine the strategic directions of Romania’s foreign policy. Significant geopolitical events in Europe expose the need to clarify the priorities of the policy pursued by the country. Historically in foreign relations Romania has employed diplomatic strategies that allowed it, according to historians, to «anoeuvre» between the centres of power on the international arena. However, in the early 2000’s a departure from this tradition has become apparent, especially during the administration of Traian Basescu (2004–2014), which also coincided with the country’s joining NATO in 2004 and EU in 2007. After the collapse of the socialist bloc Romania set its priorities, firstly, in the direction of joining both NATO and EU and later bringing the country in accordance with their norms and standards was put high on the agenda. Having become a member of the Alliance and an EU-state, Romania has been determining its foreign policy from the point of view of synchronizing its strategic goals with those of NATO and EU. Along with this, the strategic partnership with the US and the attached to it significant importance for Romania dictate the one-sided political approach deprived of the traditional manoeuvre capability in foreign affairs. This is also proven by the fact that despite the declared and established privileged relations with a number of countries, the level of their “strategic” execution is very low in reality. That being said, the direction of the relations between Romania and the Russian Federation, whose views on many regional and international issues differ, are likely to be greatly influenced by the state of the Russia-West affairs. Having analyzed the historic and current aspects of Romania’s foreign policy, the author determines the preservation of the euroatlanticism course as the main direction of the development of the foreign policy of Romania.

Exploring strategic execution

Journal of Strategy and Management ◽

10.1108/jsma-11-2015-0094 ◽

2016 ◽

Vol 9 (4) ◽

pp. 406-428 ◽

Cited By ~ 1

Author(s):

Meabh Smith ◽

John Loonam

Keyword(s):

Balanced Scorecard ◽

Qualitative Interviews ◽

Healthcare Providers ◽

Healthcare Sector ◽

Healthcare Organisation ◽

Content Type ◽

The Balanced Scorecard ◽

Irish Hospital ◽

Improved Performance ◽

Strategic Execution

Purpose Globally and particularly in Ireland, reduced expenditure on healthcare along with increasing pressure to increase patient throughput and improved performance against standards, is forcing healthcare providers to adopt tools from the business sector and apply them in the healthcare sector to bring about improved performance. The paper aims to discuss these issues. Design/methodology/approach This study is interpretivist in nature, specifically focussing on exploring how the balanced scorecard can support improved service delivery within a hospital department. The research will conduct an exploratory case study of a single hospital site within the Irish republic. This research is based on qualitative interviews with corroboration from document review and direct observation. This study provides a snap-shot of the Cath Lab service at a moment in time. Findings The development of a strategy map and proposed balanced scorecard for an Irish hospital unit. Originality/value The development of a balanced scorecard for a healthcare organisation.

Strategic Execution

10.1515/9781503609792 ◽

2019 ◽

Author(s):

Kenneth J. Carrig ◽

Scott A. Snell

Keyword(s):

Strategic Execution

Driving superior returns through strategic alignment in oil and gas

The APPEA Journal ◽

10.1071/aj14069 ◽

2015 ◽

Vol 55 (2) ◽

pp. 434

Author(s):

Matt Guthridge ◽

Jason Miller

Keyword(s):

North America ◽

East Africa ◽

Oil And Gas ◽

Investment Decision ◽

Strategic Alignment ◽

Investment Environment ◽

The Past ◽

Strategic Execution ◽

The Cost ◽

Oil And Gas Companies

In the past decade, Australia has enjoyed significant investment in its LNG, gas and oil projects, with the combined value of projects at the publicly announced stage totalling A$197 billion. The cost of developing new LNG, gas and oil projects has escalated in the past 10 years, making Australia less competitive with locations such as North America and East Africa. The higher costs mean that many proposed projects, especially greenfield developments, will not reach a final investment decision. In this constrained investment environment, it is important for oil and gas companies to execute strategies that earn a strong return on the capital they employ. More than 200 Australian and Asian energy and resources executives were asked to rate their company’s strategic execution capability; this revealed that oil and gas companies that have strategically-aligned operating models earn higher returns on capital employed (ROCE). It was found that while 79% of respondents believe their organisations have the correct strategy in place, only 55% believe their organisation is executing their strategy well now. The research revealed that highly aligned oil and gas organisations are three times more likely to be executing successfully than their less aligned peers. Overall, the results imply that top teams who clearly align behind a strategy and successfully translate its intent throughout their organisations make better use of their invested capital. The level of strategic alignment is a key question for both oil and gas investors and company executives.

How to Structure Organizational Behavior for Strategic Execution

Strategy and Business Process Management ◽

10.1201/b11781-9 ◽

2012 ◽

pp. 73-80

Keyword(s):

Organizational Behavior ◽

Strategic Execution

Strategic execution in the presence of an uninformed arbitrageur

Journal of Financial Markets ◽

10.1016/j.finmar.2011.11.002 ◽

2012 ◽

Vol 15 (4) ◽

pp. 361-391 ◽

Cited By ~ 19

Author(s):

Ciamac C. Moallemi ◽

Beomsoo Park ◽

Benjamin Van Roy

Keyword(s):

Strategic Execution

How Leadership Matters: The Effects of Leadership Alignment on Strategic Execution

SSRN Electronic Journal ◽

10.2139/ssrn.742707 ◽

2005 ◽

Cited By ~ 2

Author(s):

Charles A. O'Reilly ◽

David Caldwell ◽

Jennifer Chatman

Keyword(s):

Strategic Execution

Women CEOs on making strategy happen

Strategic Direction ◽

10.1108/sd-09-2018-0184 ◽

2019 ◽

Vol 35 (7) ◽

pp. 1-4

Author(s):

Carol M. Connell

Keyword(s):

Chief Executive Officers ◽

Chief Executive ◽

Industry Structure ◽

Content Type ◽

The Great Recession ◽

Secondary Sources ◽

General Managers ◽

Women Ceos ◽

Strategic Execution ◽

Executive Officers

Purpose As a professor of strategic management and as a consultant to organizations on strategy and change, the author focused on the activities that are necessary for leaders to create effective strategy and to execute successfully. The author has also been responsible for equipping the larger teams of strategy professionals (and future strategy professionals) who support these leaders with the approaches, the methods, and the tools necessary to plan effectively, to assess effectiveness, and to correct problems in strategy and execution. Whether long-term company leaders, entrepreneurs, or turnaround companies, chief executive officers (CEOs) understand that strategy and execution are requirements for growth and, ultimately, their unique responsibility. The paper aims to offer a view of strategy and execution from women CEOs of top companies, including those who weathered the financial crisis and others changing their business model as the climate changes. The paper offers a set of questions to help company leadership execute their strategy. Design/methodology/approach The paper represents a viewpoint supported by secondary sources and financial data. Findings CEOs whose companies have prospered during the Great Recession and beyond have a lot to teach us about strategic execution in an uncertain world. There is always a crisis or a change in industry structure that threatens strategic execution. This paper focuses on women and how they face this challenge as CEOs of top companies. Research limitations/implications Strategic execution must align with strategy or growth will not happen as planned. Practical implications There are things CEOs and general managers can do to ensure their strategic execution leads to the results they plan. Those things have been identified in this paper. Social implications The most powerful asset companies have is their talent base, their employees. Originality/value The corporate examples, the understanding of industry structure change, and the importance of talent and risk are seen through the lens of women CEOs.

The growth oxymoron: strategic execution

Strategic Direction ◽

10.1108/sd-09-2018-0194 ◽

2019 ◽

Vol 35 (6) ◽

pp. 1-4

Author(s):

Carol M. Connell ◽

Christine Lemyze

Keyword(s):

Growth Rate ◽

Financial Crisis ◽

Annual Growth ◽

Annual Growth Rate ◽

Strategy Execution ◽

Content Type ◽

Compound Annual Growth Rate ◽

The Past ◽

Strategic Execution

Purpose The purpose of this paper is to present a viewpoint on aligning strategy and execution to produce superior business results. Design/methodology/approach The paper examines the long-term financials of the top ten growers to reveal companies that have continued to grow in good economic times and bad, including the Great Recession. While some companies dug deeper into their core businesses during the financial crisis, others continued to innovate. Findings Where companies continued to focus on strategy execution, they were rewarded, for example, Amazon’s compound annual growth rate for the ten-year period that included the financial crisis was 36.45 per cent; in the past three years, Amazon’s compound annual growth rate (CAGR) has been 56.76 per cent. Most of the top ten long-term growers are headed by the same founder/entrepreneur. Research limitations/implications Look beyond the past three years for models of successful strategy execution. Practical implications For long-term company leaders, entrepreneurs, or turnaround experts, strategic execution is no oxymoron, but a requirement for growth and, ultimately, their unique responsibility. Social implications The paper identifies three major focus areas for strategy teams and company leadership: 1. customer centricity and strategy execution; 2. learning from survivors; and 3. rethinking capabilities and talent. Originality/value As a professor of strategic management and as a consultant to organizations on strategy and marketing transformation, we have focused on the activities that are necessary for leaders to create effective strategy and to execute successfully. We have also been responsible for equipping the larger teams of strategy professionals (and future strategy professionals) who support these leaders with the approaches, the methods, and the tools necessary to plan effectively, to assess effectiveness, and to correct problems in strategy and execution. We bring that perspective to this viewpoint paper.

The Strategic Execution in VUCA World through the Perspective of Complexity Theory for Malaysian Government Link Companies

Journal of Advanced Research in Business and Management Studies ◽

10.37934/arbms.21.1.1926 ◽

2021 ◽

Vol 21 (1) ◽

pp. 19-26

Author(s):

W. M. A. Wan Md Syukri ◽

M. Y. Muhamad Roslan ◽

A. R. Zulhasni

Keyword(s):

Complexity Theory ◽

Complex Adaptive Systems ◽

Adaptive Systems ◽

Innovation Process ◽

Self Organization ◽

Complex Nature ◽

Literature Reviews ◽

Complex Adaptive ◽

Strategic Execution ◽

Malaysian Government

Dynamic and rapidly changing nature of world can only be described by the term VUCA. Speed, agility, flexibility and many other words which are initially used only to describe the ability of an athlete has become the frequent terms for reflecting the capability of the leadership and employees in an organization which takes the organizations towards the heights of success. This paper looking at the interconnectivity between VUCA view and Complexity Theory in Malaysian Government Link Companies by exploring latest literature reviews. Complex adaptive systems are explicitly incorporating features in its theoretical paradigm that reflect the dynamic and complex nature of innovation process, and self-organization in the context of business and social organizations.