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Strategy implementation is the activities within a workplace ... organisations the time to carefully plan and execute successful reorganisations or to engage ...
While the planning process produces outputs, strategy implementation or execution of the strategic plan produces outcomes. These outcomes will invariably differ from the strategic goals. How close they are to the strategic goals and vision will determine the success or failure of the strategic plan. Unintended outcomes might also be an issue.
Strategic management processes and activities. Strategy is defined as "the determination of the basic long-term goals of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals."
Implementation research is the systematic study of methods that support the application of research findings and other evidence-based knowledge into policy and practice. [1] It aims to understand the most effective pathways from research to practical application, particularly in areas such as health, education, psychology and management. [ 2 ]
Operational planning (OP) is the process of implementing strategic plans and objectives to reach specific goals. [1] In an Introduction to Management and Organizational Behavior, Barbara Carlin and Marina Sebastijanovic suggest that operational planning is one of the four basic types of planning involved in organizational management.
Although it helps focus managers' attention on strategic issues and the management of the implementation of strategy, it is important to remember that the balanced scorecard itself has no role in the formation of strategy. [7] In fact, balanced scorecards can co-exist with strategic planning systems and other tools. [8]
Strategic planning's role is "to realise and to support strategies developed through the strategic thinking process and to integrate these back into the business". [ 14 ] Henry Mintzberg wrote in 1994 that strategic thinking is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots").
Enterprise planning and budgeting go hand-in-hand as the wherewithal to execute plans will determine the success or failure of an enterprise strategy. In another light, expanding or limiting the budget for a particular operations aspect of the enterprise or an ongoing project in favor of another will signal changes to an enterprise's strategy. [10]