🛠️
BL7 - CH10 - Building an
Organization Capable of Good
Strategy Execution (1)
Created @October 30, 2025 12:14 PM
Class Stuvia Copies
Files & media Block 7- Chapter 10..pdf Block 7 Lecture slides.pdf
💡 Learning Objectives
After reading this chapter, you should be able to:
1. Understand what managers must do to execute strategy
successfully.
2. Explain why hiring, training, and retaining the right people constitute
a key component of the strategy execution process.
3. Recognize that good strategy execution requires continuously
building and upgrading the organization’s resources and
organizational capabilities.
4. Understand the importance of establishing a strategy-supportive
organizational structure and organize the work effort.
5. Comprehend the pros and cons of centralized and decentralized
decision making in implementing the chosen strategy.
BL7 - CH10 - Building an Organization Capable of Good Strategy Execution (1) 1
, Key Definitions and Concepts (NB for revision!)
Strategy Execution: Operations-driven process involving management of
people and business processes. It is a job for the whole management
team, takes years to achieve proficiency (longer than formulation), and
requires commitment to change, action, and performance.
Planning vs. Strategy:
Plan: Concrete with lack of deviation; e.g., "Plan A" fails, move to "Plan
B".
Strategy: Blueprint or layout to accomplish a specific "goal"; flexible
and open for adaptation.
Strategy Formulation: Development of vision/mission, internal
strengths/weaknesses, external threats/opportunities, and choosing a
strategy. Asks "Why?" Often handled by top management/strategists.
Strategy Implementation (Execution): All decisions and activities to action
strategic choices. Asks "Why, how, and what?" from an actions
perspective. Shifts responsibility to divisional/functional managers.
Goal: Primary outcome.
Strategy: Approach to achieve the goal.
Objective: Measurable step to achieve the strategy.
Tactic: Tool used in pursuing an objective associated with a strategy.
Objectives: Guidelines for action and basis for organizational design. Must
be S.M.A.R.T + C:
Specific: How much must be achieved (e.g., 40% sales).
Measurable: Traceable information.
Achievable: Organization can pull it off.
Relevant: Fits overall mission/vision.
Timed: Clear timelines.
Challenging: Stretches aims higher than easily attainable.
BL7 - CH10 - Building an Organization Capable of Good Strategy Execution (1) 2
BL7 - CH10 - Building an
Organization Capable of Good
Strategy Execution (1)
Created @October 30, 2025 12:14 PM
Class Stuvia Copies
Files & media Block 7- Chapter 10..pdf Block 7 Lecture slides.pdf
💡 Learning Objectives
After reading this chapter, you should be able to:
1. Understand what managers must do to execute strategy
successfully.
2. Explain why hiring, training, and retaining the right people constitute
a key component of the strategy execution process.
3. Recognize that good strategy execution requires continuously
building and upgrading the organization’s resources and
organizational capabilities.
4. Understand the importance of establishing a strategy-supportive
organizational structure and organize the work effort.
5. Comprehend the pros and cons of centralized and decentralized
decision making in implementing the chosen strategy.
BL7 - CH10 - Building an Organization Capable of Good Strategy Execution (1) 1
, Key Definitions and Concepts (NB for revision!)
Strategy Execution: Operations-driven process involving management of
people and business processes. It is a job for the whole management
team, takes years to achieve proficiency (longer than formulation), and
requires commitment to change, action, and performance.
Planning vs. Strategy:
Plan: Concrete with lack of deviation; e.g., "Plan A" fails, move to "Plan
B".
Strategy: Blueprint or layout to accomplish a specific "goal"; flexible
and open for adaptation.
Strategy Formulation: Development of vision/mission, internal
strengths/weaknesses, external threats/opportunities, and choosing a
strategy. Asks "Why?" Often handled by top management/strategists.
Strategy Implementation (Execution): All decisions and activities to action
strategic choices. Asks "Why, how, and what?" from an actions
perspective. Shifts responsibility to divisional/functional managers.
Goal: Primary outcome.
Strategy: Approach to achieve the goal.
Objective: Measurable step to achieve the strategy.
Tactic: Tool used in pursuing an objective associated with a strategy.
Objectives: Guidelines for action and basis for organizational design. Must
be S.M.A.R.T + C:
Specific: How much must be achieved (e.g., 40% sales).
Measurable: Traceable information.
Achievable: Organization can pull it off.
Relevant: Fits overall mission/vision.
Timed: Clear timelines.
Challenging: Stretches aims higher than easily attainable.
BL7 - CH10 - Building an Organization Capable of Good Strategy Execution (1) 2
