Description
According to Percy Barnevik, Chairman of ABB, strategy is 10 per cent vision and 90 per cent execution. Yet standard textbooks of strategic management are decidedly light in terms of their treatment of the organizational issues which frequently derail change initiatives. Managing Strategic Implementation collects the insights of leading practitioners and academics experienced in executive education in a volume which explicitly examines the organizational issues. This integrated book of readings is composed of four sections that deal respectively with new models of the process of strategy implementation, the behavioral problems of implementation, key roles in the strategic change process, and success factors in strategic implementation. Topics include the narrative of strategic change, management of uncertainty, and the role and utility of consultants, as well as emotional intelligence, the leadership of learning, the role of teams in implementation, and the public sector context. The final section focuses on practice and the enablers of successful strategic implementation, with case examples drawn from well-known international companies. Contributors are drawn from leading Irish, UK, and US business schools — including London Business School, University of Maryland, Irish Management Institute, Syracuse University, University of Warwick, and Sheffield University — and from experienced practitioners associated with these schools.
