How innovations in strategy have picked up with COVID-19

PurposeThe purpose of this article is to explore how corporate strategies have been impacted by the COVID-19 pandemic.Design/methodology/approachA wide array of literature has been surveyed. Also, several senior executives have been interviewed. And two senior management counterparts have provided inputs. The approach taken is thus exploratory and pre-paradigmatic. This sets the stage for potential empirical investigations.FindingsThere seems to be a clear shift towards more web-based inputs regarding the way corporations are executing their strategies. Surprisingly shorter-term strategy implementation seems to be rather effective. More fundamental shifts in strategies, however, seem to depend a lot on executives' abilities to travel, and this have been severely curtailed.Research limitations/implicationsThe propositions that are stated in the paper have not been tested empirically. This sets clear limitations regarding generalizability.Practical implicationsIt seems important to strengthen firms' capabilities regarding distance-driven strategic execution, as well as strengthened cash flow management.Social implicationsThere seems to be a clear shift towards more nationalization, and a slowing-down of globalization.Originality/valueWhile many of the findings might be seen as rather self-evident, there is nevertheless originality in the way that COVID-19's impact on firms' strategies has been analysed.

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

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.

Giving light to mega-event planning: residents' perceptions on total eclipse weekend

PurposeMega-events have been the topic of unprecedented consideration within recent research. Research on the residents' perspectives, however, is still in the infancy stage, yet a key contributor to the overall legacy planning considerations and process. This research investigates resident perceptions toward a mega-event to assist with planning/execution of such events in addition to advancing knowledge within this area.Design/methodology/approachFor this research, an online survey was utilized to reach out to residents in the host city during the mega-event, Solar Eclipse Weekend. Factor analysis and cluster analysis were used to analyze the results.FindingsUsing exploratory factor analysis, 305 online surveys were analyzed. Using varimax rotation, factor analysis determined four significant factors: environment, local engagement, tourism support, and infrastructure. Cluster analysis was then conducted identifying three clusters of residents labeled neutralists, supporters and enthusiasts.Practical implicationsThe practical implications should be of assistance to professional event planners, city governments and destination marketing organizations. Through utilization of the information provided, community participation should be sought after throughout the planning phase and into the management and execution of large events to best gain resident support.Originality/valueThis research further explored residents' perspectives of a mega-event. While this area of research has been noted in strategic approaches to planning, managing and executing mega-events, the research on stakeholders (such as residents') perspectives is still in the infancy stage. This research contributes to advancing industry planning approaches and strategic execution, in addition to advancing academic knowledge within this area.

BUSINESS OWNER’S PERSPECTIVE ON STRATEGIC EXECUTION, TECHNOLOGICAL TRANSFORMATION, COMPETITIVENESS POTENTIAL, AND SERVICES LEVEL ON THE IMPLEMENTATION OF STRATEGIC IT ALIGNMENT

Purpose of the study: This research aimed to determine the perspectives of business owners regarding strategic-execution, technological-transformation, competitiveness-potential, and service-level to the implementation of IT- strategic alignment in SME of Creative Industries Group in Palembang City. Methodology: Research design is causal research and uses primary data type, in the form of questionnaires and some are carried out also by direct interviews. Main Findings: This research, it could be concluded that partially only the Strategic-Execution variable and Competitiveness-Potential variable which affected the implementation of Strategic-IT Alignment. While the Strategic-Execution, Technological-Transformation, Competitiveness-Potential, and Service-Level had a significant effect simultaneously on the implementation of Strategic-IT Alignment. Applications of this study: The population for this research is SMEs in Palembang City which is registered in the Ministry of Cooperatives and SMEs. Novelty/Originality of this study: The results of the research support the first hypothesis that the Strategic-Execution variable has a positive and significant effect on the implementation of Strategic-IT Alignment.

Structural advantages of socially agreed leadership and governance frameworks

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 This research paper concentrates on how participation between the senior management hierarchy of a UK university and a community of social networks achieved an adaptive organizational transformation, led by a hunger for sustained innovation. The leadership and governance framework behind this strategic execution was deliberately structured to accommodate future change, and was arrived at with the social acceptance of stakeholders at all levels through the formation of a Change Academy and an “Enterprise Enablers” leadership programme. 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.

Exploring talent management execution in the Ministry of Justice in the Namibian public sector

Orientation: The Ministry of Justice in the government of the Republic of Namibia, which is tasked to implement an effective judicial system in the country, is one of the public sector institutions rocked by a shortage of critical skills.Research purpose: The aim of this study was to scrutinise the execution of talent management practices in the Ministry of Justice in the Namibian public sector by investigating the talent management execution levels, identifying the distractors and enablers that form part of the talent management practices and developing a conceptual framework of talent management execution.Motivation for the study: The war for talent is evident in the Ministry of Justice in the Namibian public sector, and limited research exists regarding the execution of talent management in this organisation.Research approach/design and method: The research was based on an exploratory research design and a qualitative approach was used. Purposive sampling was utilised and semi-structured interviews were conducted. The data were analysed by means of qualitative content analysis.Main findings: Talent management was executed on three levels: human resource execution, operational execution and strategic execution. Specific distractors and enablers were identified and formed part of the talent management practices.Practical/managerial implications: To execute talent management properly, managers and human resource managers should attend to the identified talent management distractors and enablers.Contribution/value-add: Talent management execution levels and the relating distractors and enablers were identified. A conceptual framework of talent management execution in the Ministry of Justice in the Namibian public sector was developed.

Women CEOs on making strategy happen

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.