Abstract
The fifth theme of this book is about “Making Strategy Real”. Good or bad strategy coupled with good or bad implementation bring together, the end to end understanding of the strategy process. This chapter discusses the implementation aspects of strategy.
Recent studies in Asia illustrate that businesses largely fail to implement, or action, their strategic plans. This failure to implement severely undermines the utility and purpose of strategy. Strategies can be viewed as ways to address a difficulty, approaches to overcome an obstacle and responses to a challenge. Therefore, if the challenge is not clearly defined, it is difficult to assess the quality of the strategy and as such, impossible to conclude whether a strategy is good or bad. Good implementation is contrasted with bad implementation within the context of rapidly changing operational environments.
The PEAR and SIEE frameworks for strategy implementation are presented and explained. Concurrently, the importance of a professional development agenda for organisations wishing to improve on their strategy and implementation is suggested. Components and criterion for evaluation of implementation are described. These are accompanied by methodological tools and result in the SIEE maturity matrix.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
Business populations are depicted in different colours representing the Asia Pacific- -> mega markets (China, India and Japan), countries belonging to the Association of Southeast Asian Nations (ASEAN) and other major Asia Pacific economies. Data for the United States and Europe are included for comparison purposes.
References
Centre for Governance Institutions and Organisations (2013) http://www.bschool.nus.edu/CGIO.aspx
Chapple W, Moon J (2005) Corporate Social Responsibility (CSR) in Asia a seven-country study of CSR web site reporting. Bus Soc 44(4):415–441
Crainer S, Dearlove D (2013) Thinkers 50 strategy: the art and science of strategy creation and execution. McGraw Hill, New York
Crainer S, Dearlove D (2014) Thinkers 50 strategy: the art and science of strategy creation and execution. McGraw-Hill, New York
Drucker PF (2008) Management cases, revised edition. Harper Business, New York
Hesselbein F, Goldsmith M (2009) The organisation of the future. Jossey-Bass, San Francisco
Girotra K, Netessine S (2011) How to build risk into your business model. Harv Bus Rev 89(5):100−+
UN-ESCAP (2009) Globalization of production and the competitiveness of small and medium-sized enterprises in Asia and the Pacific: trends and prospects. United Nations, Bangkok
Guth WD, MacMillan IC (1986) Strategy implementation versus middle management self‐interest. Strateg Manag J 7(4):313–327
Harper-Smith P, Derry S (2009) Fast track to success: project management. Pearson Education, Harlow/New York
Hrebiniak L (2008) Making strategy work: overcoming the obstacles to effective execution. Ivey Bus J 72(2):1–6
Johnson G, Melin L, Whittington R (2003) Micro strategy and strategizing: towards an activity-based view. J Manag Stud 40(1):3–22
Johnson G, Scholes K, Whittington R (2005) Exploring corporate strategy. Pearson Education, Essex
Kaplan RS, Norton DP (2005) The office of strategy management. Harv Bus Rev 83(10):72–80
Koo CM, Koh CE, Nam K (2004a) An examination of Porter’s competitive strategies in electronic virtual markets: a comparison of two on-line business models. Int J Electron Commer/Fall 9(1):163–180
Koo CM, Koh CE, Nam K (2004b) An examination of Porter’s competitive strategies in electronic virtual markets: a comparison of two on-line business models. Int J Electron Commer 9(1):163–180
Lester A (2009) Growth management: two hats are better than one. Palgrave Macmillan, Houndmills/New York
Li Y, Sun G, Eppler MJ (2008) Making strategy work: a literature review on the factors influencing strategy implementation. Institute for Corporation Communications, ICA Working paper, 2, pp 1–46
Micro, Small and Medium Enterprise Country Indicators (MSME-CI). Accessed online at http//:www.ifc.org/wps/wcm
National Statistical Office, Ministry of Information and Communication Technology, Thaliland Government. Accessed 2 Feb 2013. http//:web.nso.gov.th
Rumelt R (2013) Good strategy/bad strategy. CPI Group, London
Singh K, Pangarkar N, Heracleous L (2010a) Business strategy in Asia – a casebook. Cengage Learning, Singapore
Singh K, Pangarkar N, Heracleous L (2010b) Business strategy in Asia: a casebook. Cengage Learning, Singapore
The World’s Biggest Public Companies (2013) Forbes. Accessed online at http://www.forbes.com/sites/forbespr/2013/04/17/forbes-2013-10th-annual-global-2000-the-worlds-biggest-public-companies/
Wiebes E et al (2007) The craft of strategy formation. Wiley, West Sussex
Yap, TH (2013) Improving competitive strategic planning concepts, a study to enhance professional practice in professional services. Doctoral dissertation, University of Southern Queensland
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2016 Springer Science+Business Media Singapore
About this chapter
Cite this chapter
van der Laan, L., Yap, J. (2016). The Importance of Being Serious About Strategy. In: Foresight & Strategy in the Asia Pacific Region. Management for Professionals. Springer, Singapore. https://doi.org/10.1007/978-981-287-597-6_8
Download citation
DOI: https://doi.org/10.1007/978-981-287-597-6_8
Publisher Name: Springer, Singapore
Print ISBN: 978-981-287-596-9
Online ISBN: 978-981-287-597-6
eBook Packages: Business and ManagementBusiness and Management (R0)