A critical review of strategy execution frameworks
Thesis (MBA)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: Research in the field of strategy execution ability is limited with most strategic fields referring to execution only as an afterthought. In addition, failure rates in strategy implementation are extremely high. Even when strategy is implemented, organisations still fail to capture most of the value defined in the measures of success. This research assignment investigated current literature on strategy execution factors, models and frameworks to gain an understanding of the thoughts and findings dominant in this field. The common traits within this field were established in order to create focus areas for further research. Therefore, this investigation of the various attributes can be leveraged for strategy execution ability to create insights into their nature and the thinking patterns accompanying them. Many of the already established models and frameworks offer strategy execution as a process with flow. This research focused on the attributes that organisations can use to define strategy execution ability as an organisational competence. The attributes identified are grouped into three processes namely the strategy, people, and operations process. These processes operate in the organisation’s internal as well as external environment each with attributes offering strategy execution ability if managed well. To conclude, this study found that strategy execution ability is created by the combination of attributes that an organisation have at its disposal, specifically set up to enable strategy execution where, when and how it is required.