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2017•Canadian Journal of Applied Science and Technology - Canadian Journal of Applied Science and TechnologyRequires access

STRATEGY IMPLEMENTATION AND OUTCOMES, STRATEGY GOALS AND ORGANISATIONAL LEARNING

C. Banks Sam, Anabella Anora

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Abstract

Whilst 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 determines the success or failure of the strategic plan. This research examined the strategy implementation process in seven firms in Southern India. Interview data were analyzed within the framework of grounded theory. The analysis showed that in several instances, strategy implementation resulted in unintended outcomes which need to be attended to and understood for strategy development and execution to be a true learning process.

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What this paper is about

Whilst 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 determines the success or failure of the strategic plan. This research examined the strategy implementation process in seven firms in Southern India. Interview data were analyzed within the framework of grounded theory. The analysis showed that in several instances, strategy implementation resulted in unintended outcomes which need to be attended to and understood for strategy development and execution to be a true learning process.

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Available abstract

Whilst 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 determines the success or failure of the strategic plan. This research examined the strategy implementation process in seven firms in Southern India. Interview data were analyzed within the framework of grounded theory. The analysis showed that in several instances, strategy implementation resulted in unintended outcomes which need to be attended to and understood for strategy development and execution to be a true learning process.

Key concepts: Strategic planning, Strategy implementation, Process management, Process (computing), Plan (archaeology), Business, Technology strategy, Strategic alignment

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