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Strategy Implementation in Organizations: A Conceptual Overview

2019, A1 Journal article (Management)

The strategy implementation procedure is one approach through which managerial objectives, methods, and rules are implemented throughout the growth programs, financial plan, and procedure. The organization can quickly fail if such strategies are not executed well. When an organization plans to implement the required strategic plan, it certainly addresses all the predicaments that the organization may face like the probability of misusing the inadequate capital or the risk of self-worth in case the business fails. In essence, the conceptual study presents the strategy implementation process to enhance the attainment of the mission and the vision of the business through quality products and services that increases the customer base. Therefore, the result of the paper shows that the firm should implement an excellent strategy to achieve the entire objective to meet all the goals of an organization.

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Abdullah Alharthy

Strategy is about designing and directing the journey which the company must take while it remains profitable. Strategy is about maintaining a sustainable business during changing market conditions. Accordingly, many studies have noted that the strategies often fail mainly at the implementation process. As well, most of the research addresses the importance of strategy formation and gave little importance to the implementation of strategies. So, this paper will address the implementation of strategies. Whilst a brilliant strategy can provide a competitive advantage for a business, only an effective implementation process will ensure this outcome. The formulation of strategy is usually a top-down endeavour. Implementing such a strategy requires synchronous top-down, bottom-up, and across the organisation activity. Many studies have discussed the problems in strategy execution for example, the role of senior management and their involvement can be very weak in strategy implementation;...

MANAGEMENT SCIENCES. NAUKI O ZARZĄDZANIU

Przemyslaw Wolczek

The purpose of the article is to present the results of empirical research concerning solutions used in the strategy implementation process by companies recognized as effective in achieving their strategic goals. Based on the results of the research, a model for improving the strategy implementation process was proposed. In the theoretical part, the method of analysis and critical review of the literature was used. The technique used in the empirical study was PAPI. In order to investigate relationships, Cramer's V coefficient was calculated. The main findings of the study allow us to conclude that there are some specific solutions from the following areas: organisational structure, communication and motivation, cooperation, implementation tools and methods, and control, which particularly effectively support the strategy implementation.

Alexander Decker

Hamad Rashid

ARGUMENTA OECONOMICA

The literature on the strategic management emphasizes the essence and importance of both the good formulation and the proper implementation of the strategy. However, business practice shows that while companies have quite highly developed skills in the area of strategy formulation, at the same time they are characterized by a surprisingly low level of skills in the scope of the effective implementation of the strategy. Various factors that affect the effectiveness of the implementation process are mentioned, including poorly developed leadership skills among management staff, the improper allocation of decision-making powers, the incompetent communication of the strategy, the lack of ability to manage changes, and the lack of appropriate motivators associated with the strategy being implemented. It is worth considering whether the companies that achieve market success are also facing such problems in the strategy implementation process. This paper is based on the results of the research conducted as part of the project entitled " The implementation of the strategy in the organization – model, determinants and implications " 1. It presents five key problems faced in the strategy implementation process by small and large companies that can be considered to be effective in implementing their development concepts. It appears that the implementation of the strategy in such companies is usually hindered by two problems: " management staff overloaded with current problems " and " attention of employees focused on operational activities ". Most problems are associated with the changes occurring in the environment and the lack of appropriate motivators.

c Summary The traditional textbook approach to strategy implementation was to treat 'implementation' as an activity following 'formulation'. Usually, the topic was treated as a question of organization design, where systems and structures were manimdated in concert with strategic goals. More recent views treat implementation either as an issue of gaining prior group commitment through coalitional decision-making, or as a question of total organizational involvement through a strong corporate culture. This paper reviews the evolution of these approaches, developing four models to characterize them, and suggests a fifth one, with strategy emerging in an almost-implemented form from within the firm. In these days of international inflation, resource depletion and global interdependence, the strategic manager must either find or create increasingly sophisticated tools and models t o guide his enterprise. Content models of strategy developed over the last decade, which usually have either strong economic theory foundations or empirical grounding, are providing much of this sophistication (see, for example, on the other hand, have not advanced too far beyond common-sense formulations or the traditional business policy or strategic planning approaches developed at various business schools (Andrews, 1971; Ansoff, 1965; Drucker, 1954). This paper examines five process approaches used to advance the art of strategy implementation. The first bears close resemblance t o the traditional subject matter of business policy and/or strategic planning courses. It addresses strategic 'position' only, and essentially guides the CEO in charting his firm's destiny. Here, the CEO uses economic and competitive analyses to plan resource allocations in the achievement of explicit objectives. We call this the Commander Model, since it contains a strong normative bias toward centralized direction. The second approach deals explicitly with strategy implementation, and emphasizes how organizational structure, incentive compensation, control systems and so forth can be used to facilitate the execution of a strategy. Since it usually concerns the adoption of a new strategy, we call this approach the Change Model. The third approach concentrates on group decision-making at senior levels, and involves top management in the formulation process to secure commitment. Since it involves the consideration of multiple inputs to a group decision in which strategy emerges as a negotiated outcome, we call this approach the Collaborative Model.

ekejiubaaustin 56

Paper presents analysis of the management survey data, identifying the factors that influence strategy development and implementation. Paper describes significance of employee involvement in the strategy development process, defining incentives for employees, creation of activity plan, regular overview of achieved results and necessity of revision of the strategy-contrasting the usage of such approaches to overall success of the strategy implementation. Analytical part provides a management-performed self-evaluation of strategy implementation process and by the help of performed factor analysis and GLM ANOVA analysis indicates such key factors as – creation of activity plan for strategy implementation; regular overview of the strategic plans; making strategy accessible to employees and motivation of management to cascade the tasks-that influence efficient strategy implementation process.

Székely Csaba

Belay Getachew Girma

Belay Getachew

The purpose of this study is to explore the pitfalls on strategy execution of an organization as organizations often unable to meet objectives and most likely fails, and this is normally attributed due to the inefficiency on the strategy implementation process. To address this gap, the research employed a deductive approach with exploratory research design by focusing on qualitative data as a systematic review of theoretical and empirical studies are more vital for this type of research. The study focused on a systematic literature review (SLR) of 22 peer-reviewed theoretical and empirical studies. By using a review and generalization of the existing approaches followed by synthesizing with relevant model portrayed organizations seriously faced a challenge on implementation phase and the inability to properly address the pitfalls on strategy execution process costs a lot especially to senior and top executives as they are primarily responsible for the successful execution of an organization strategy. Hence, organizations shall establish a clear evaluation system and sense of ownership for successful implementation of a strategy. As a future direction the paper also identified that a more indepth and field work research in an organizations are vital in order to examine and address the challenges on the implementation phase. Keywords: pitfalls, strategic management, strategy formulation, strategy execution, strategy evaluation

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Interpersonal success factors for strategy implementation: a case study using group model building

• General Paper
• Published: 09 July 2014
• Volume 66 , pages 1023–1034, ( 2015 )

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• Rodney J Scott 1 ,
• Robert Y Cavana 2 &
• Donald Cameron 1  

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Strategy implementation has been identified as an area of system dynamics literature requiring greater attention. Most strategies fail to be implemented successfully, and processes for effectively implementing strategy are yet to be fully explained and explored. The reported interpersonal success factors for strategy implementation are reported outcomes for group model building, suggesting potential applicability. A case study using validated survey methods yielded promising results, and suggests that further study is needed. This application of group model building may be a manifestation of the IKEA affect, where individuals value more highly solutions that they have partially assembled, and competency motivation, where individuals have positive affect to the successful completion of a complex task.

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Interpersonal Success Factors for Strategy Implementation: A Case Study Using Group Model Building

Group Support Systems: Concepts to Practice

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Scott, R., Cavana, R. & Cameron, D. Interpersonal success factors for strategy implementation: a case study using group model building. J Oper Res Soc 66 , 1023–1034 (2015). https://doi.org/10.1057/jors.2014.70

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Received : 13 January 2014

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Published : 09 July 2014

Issue Date : 01 June 2015

DOI : https://doi.org/10.1057/jors.2014.70

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Accounting for Social Risk Factors in Medicare Payment (2017)

Chapter: ba: example implementation strategies and case studies, ba example implementation strategies and case studies.

As described in Appendixes B1 and B2 , the committee reviewed both the peer-reviewed and grey literature in order to identify strategies providers disproportionately serving socially at-risk populations have implemented to improve care and outcomes for their patients. As part of this effort, the committee reached out to organizations known to conduct research or represent providers disproportionately serving socially at-risk populations (Alliance of Community Health Plans, America’s Essential Hospitals, America’s Health Insurance Plans, and The Commonwealth Fund) who submitted 60 case studies. The committee also searched the published literature to identify additional examples. Based on a review of the case studies submitted, informed also by the literature and, in some cases, committee members’ empirical research or professional experience delivering care to socially at-risk populations, the committee identified commonalities from which it concluded that six community-informed and patient-centered systems practices show promise for improving care for socially at-risk populations.

This appendix includes a series of tables that provide a selection of implementation strategies and case studies in which these strategies were identified for each of the six systems practices. Table BA-1 includes examples regarding a commitment to health equity, Table BA-2 includes examples of data and measurement strategies, Table BA-3 has examples of components of comprehensive needs assessments, Table BA-4 provides examples of collaborative partnerships, Table BA-5 offers strategies for providing care continuity, and Table BA-6 lists examples of engaging patients in their care. These tables aim to illustrate the range and types of activities

TABLE BA-1 Commitment to Health Equity: Example Implementation Strategies and Case Studies

a Personal communication, Susan Knudson (HealthPartners) to Charles Baumgart (committee member), December 14, 2015.

b Meyers, 2008 .

c Sandberg et al., 2014 .

d Klein et al., 2014b .

TABLE BA-2 Data and Measurement: Example Implementation Strategies and Case Studies

a Hostetter and Klein, 2015 .

b Personal communication, Susan Knudson (HealthPartners) to Charles Baumgart (committee member), December 14, 2015.

c McCarthy and Chase, 2010 .

TABLE BA-3 Comprehensive Needs Assessment: Example Implementation Strategies and Case Studies

NOTE: PATHWAAY = Proactive Assessment of Total Health and Wellness to Add Active Years.

a ACHP, n.d.-c .

b Klein and McCarthy, 2009 .

c Hostetter and Klein, 2015 .

d Klein, 2014 .

e Personal communication, Doug McCarthy (The Commonwealth Fund) to staff, January 12, 2016.

TABLE BA-4 Collaborative Partnerships: Example Implementation Strategies and Case Studies

a Corrigan and Fisher, 2014 .

b Sandberg et al., 2014 .

c Itzkowitz et al., 2016 .

d America’s Essential Hospitals, 2015 .

e McCarthy and Mueller, 2008 .

f Murray et al., 2003 .

g McCarthy et al., 2007 .

h McCarthy and Chase, 2010 .

i Hostetter and Klein, 2014 .

j Felland et al., 2013 .

k McCarthy et al., 2014 .

l Klein et al., 2014a .

m Hostetter and Klein, 2015 .

n Cebul et al, 2015 .

p Silow-Carroll and Rodin, 2013 .

q Lovelace, 2016 .

TABLE BA-5 Care Continuity: Example Implementation Strategies and Case Studies

a ACHP, n.d.-d .

b ACHP, n.d.-c .

c ACHP, n.d.-a .

d Sandberg et al., 2014 .

e McCarthy et al., 2007 .

f America’s Essential Hospitals, 2015 .

g ACHP, n.d.-b .

h McCarthy and Mueller, 2008 .

i Felland et al., 2013 .

j Hostetter and Klein, 2014 .

k Klein, 2014 .

l Personal communication, Doug McCarthy (The Commonwealth Fund) to staff, January 12, 2016.

m America’s Essential Hospitals, 2014 .

TABLE BA-6 Engaging Patients in Their Care: Example Implementation Strategies and Case Studies

NOTE: CMS = Centers for Medicare & Medicaid Services; PATHWAAY = Proactive Assessment of Total Health and Wellness to Add Active Years.

a Klein and McCarthy, 2010 .

b America’s Essential Hospitals, 2014 .

d Personal communication, Mark Hamelburg (America’s Health Insurance Plans) to Charles Baumgart (committee member), December 18, 2015.

f ACHP, n.d.-b .

g ACHP, n.d.-c .

h Foubister, 2013 .

i Hostetter and Klein, 2015 .

j Personal communication, Doug McCarthy (The Commonwealth Fund) to staff, January 12, 2016.

that individual health care providers have implemented to apply each of the six systems practices. This appendix should therefore be considered a series of illustrative examples rather than a comprehensive and exhaustive list of organizations and practical strategies identified in the published and grey literature.

ACHP (Alliance of Community Health Plans). n.d.-a. Fallon Health NaviCare and Summit ElderCare programs . http://www.achp.org/wp-content/uploads/report-Innovation_ElderCare_FALLON.pdf (accessed December 14, 2015).

ACHP. n.d.-b. Geisinger Health Plan’s medically complex medical home program . http://www.achp.org/wp-content/uploads/report-Innovation_ElderCare_GEISINGER.pdf (accessed December 14, 2015).

ACHP. n.d.-c. Kaiser Permanente’s PATHWAAY program . http://www.achp.org/wp-content/uploads/report-Innovation_ElderCare5.8.15_KP.pdf (accessed December 14, 2015).

ACHP. n.d.-d. Priority Health’s TANDEM365 program . http://www.achp.org/wp-content/uploads/report-Innovation_ElderCare_PRIORITY.pdf (accessed December 14, 2015).

America’s Essential Hospitals. 2014. Community-focused steps to boosting nutrition, wellness . http://essentialhospitals.org/quality/community-focused-steps-to-boosting-nutrition-wellness (accessed March 18, 2016).

America’s Essential Hospitals. 2015. Improving care transitions for socially, medically complex patients . http://essentialhospitals.org/quality/improving-care-transitions-for-socially-medically-complex-patients (accessed March 18, 2016).

Cebul, R. D., T. E. Love, D. Einstadter, A. S. Petrulis, and J. R. Corlett. 2015. MetroHealth Care Plus: Effects of a prepared safety net on quality of care in a Medicaid expansion population. Health Affairs (Millwood) 34(7):1121–1130.

Corrigan, J. M., and E. S. Fisher. 2014. Accountable health communities: Insights from state health reform initiatives . http://tdi.dartmouth.edu/images/uploads/AccountHealthCommWhPaperFinal.pdf (accessed March 7, 2016).

Felland, L. E., A. E. Lechner, and A. Sommers. 2013. Improving access to specialty care for Medicaid patients: Policy issues and options . http://www.commonwealthfund.org/~/media/files/publications/fund-report/2013/jun/1691_felland_improving_access_specialty_care_medicaid_v2.pdf (accessed March 8, 2016).

Foubister, V. 2013. Case study: Louisiana’s poor rankings make improving birth outcomes a state imperative . http://www.commonwealthfund.org/publications/newsletters/qualitymatters/2013/february-march/case-study (accessed February 4, 2016).

Hostetter, M., and S. Klein. 2014. In focus: Innovating care delivery in the safety net . http://www.commonwealthfund.org/publications/newsletters/quality-matters/2014/december-2014-january-2015/in-focus (accessed February 2, 2016).

Hostetter, M., and S. Klein. 2015. In focus: Segmenting populations totailor services, improve care . http://www.commonwealthfund.org/publications/newsletters/quality-matters/2015/june/in-focus (accessed March 8, 2016).

Itzkowitz, S. H., S. J. Winawer, M. Krauskopf, M. Carlesimo, F. H. Schnoll-Sussman, K. Huang, T. K. Weber, and L. Jandorf. 2016. New York Citywide Colon Cancer Control Coalition: A public health effort to increase colon cancer screening and address health disparities. Cancer 122(2):269–277.

Klein, S. 2014. Colorado Coalition for the Homeless: A model of supportive housing . http://www.commonwealthfund.org/publications/newsletters/quality-matters/2014/october-november/case-study (accessed February 2, 2016).

Klein, S., and D. McCarthy. 2009. North Carolina’s ABCD program: Using community care networks to improve the delivery of childhood developmental screeing and referral to early intervention services . http://www.commonwealthfund.org/publications/issue-briefs/2009/aug/north-carolinas-abcd-program-using-community-care-networks-to-improve-the-delivery (accessed March 8, 2016).

Klein, S., and D. McCarthy. 2010. Genesys HealthWorks: Pursuing the triple aim through a primary care-based delivery system, integrated self-management support, and community partnerships . http://www.commonwealthfund.org/publications/case-studies/2010/jul/genesys-healthworks (accessed February 2, 2016).

Klein, S., D. McCarthy, and A. Cohen. 2014a. Health Share of Oregon: A community-oriented approach to accountable care for Medicaid beneficiaries . http://www.commonwealthfund.org/publications/case-studies/2014/oct/health-share-oregon-aco-case-study (accessed February 2, 2016).

Klein, S., D. McCarthy, and A. Cohen. 2014b. Tuscon and southern Arizona: A desert region pursuing better health and health system performance . http://www.commonwealthfund.org/publications/case-studies/2014/apr/tucson-and-southern-arizona-a-desert-region-pursuing-better-health-and-health-system-performance (accessed March 8, 2016).

Lovelace, J. 2016. Integrating health care and supported housing to improve the health and well-being of the homeless: A population health case study . http://nam.edu/integrating-health-care-and-supported-housing-to-improve-the-health-and-well-being-of-the-home-less-a-population-health-case-report (accessed March 29, 2016).

McCarthy, D., and D. Chase. 2010. Montefiore Medical Center: Integrated care delivery for vulnerable populations . http://www.commonwealthfund.org/publications/case-studies/2010/oct/montefiore-medical-center (accessed March 8, 2016).

McCarthy, D., and K. Mueller. 2008. The New York City Health and Hospitals Corporation: Transforming a public safety net delivery system to achieve higher performance . http://www.commonwealthfund.org/~/media/files/publications/fund-report/2008/oct/the-new-york-city-health-and-hospitals-corporation--transforming-a-public-safety-net-delivery-system/mccarthy_nychlthospitalscorpcasestudy_1154-pdf.pdf (accessed February 4, 2016).

McCarthy, D., C. Beck, R. Nuzum, and A. Gauthier. 2007. Denver Health: A high-performance public health care system . http://www.commonwealthfund.org/publications/fund-reports/2007/jul/denver-health--a-high-performance-public-health-care-system (accessed March 18, 2016).

McCarthy, D., S. Klein, and A. Cohen. 2014. Opportunity for regional improvement: Three case studies of local health system performance . http://www.commonwealthfund.org/~/media/files/publications/case-study/2014/apr/1737_mccarthy_regional_case_study_synthesis_v2.pdf (accessed March 8, 2016).

Meyers, K. 2008. Beyond equal care: How health systems can impact racial and ethnic health disparities . http://share.kaiserpermanente.org/media_assets/pdf/communitybenefit/assets/pdf/our_work/global/BeyondEqualCare2001_08.pdf (accessed February 2, 2016).

Murray, M., T. Bodenheimer, D. Rittenhouse, and K. Grumbach. 2003. Improving timely access to primary care: Case studies of the advanced access model. Journal of the American Medical Association 289(8):1042–1046.

Sandberg, S. F., C. Erikson, R. Owen, K. D. Vickery, S. T. Shimotsu, M. Linzer, N. A. Garrett, K. A. Johnsrud, D. M. Soderlund, and J. DeCubellis. 2014. Hennepin health: A safety-net accountable care organization for the expanded Medicaid population. Health Affairs (Millwood) 33(11):1975–1984.

Silow-Carroll, S., and D. Rodin. 2013. Forging community partnerships to improve health care: The experience of four Medicaid managed care organizations . http://www.commonwealthfund.org/publications/issue-briefs/2013/apr/forging-community-partnershipsto-improve-care (accessed February 2, 2016).

Recent health care payment reforms aim to improve the alignment of Medicare payment strategies with goals to improve the quality of care provided, patient experiences with health care, and health outcomes, while also controlling costs. These efforts move Medicare away from the volume-based payment of traditional fee-for-service models and toward value-based purchasing, in which cost control is an explicit goal in addition to clinical and quality goals. Specific payment strategies include pay-for-performance and other quality incentive programs that tie financial rewards and sanctions to the quality and efficiency of care provided and accountable care organizations in which health care providers are held accountable for both the quality and cost of the care they deliver.

Accounting For Social Risk Factors in Medicare Payment is the fifth and final report in a series of brief reports that aim to inform ASPE analyses that account for social risk factors in Medicare payment programs mandated through the IMPACT Act. This report aims to put the entire series in context and offers additional thoughts about how to best consider the various methods for accounting for social risk factors, as well as next steps.

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