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Solving the Strategy Delusion pp 75–92Cite as

Palgrave Macmillan

Realizing Distinctive Strategies

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Abstract

Imagine top management having put a lot of effort in creating the organizational strategy and are now expecting the workforce to execute on the plan. Imagine also the subsequent scenario how employees become mechanically obedient, disillusioned and disconnected as poignantly described by Roger Martin in a Harvard Business Review article:

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Notes

  1. Martin, R.L. (2010) ‘The Execution Trap: Drawing a Line between Strategy and Execution almost guarantees Failure’, Harvard Business Review, July-August 2010: 64–71.

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  2. Adapted from Dupuy, F. (2002) The Chemistry of Change, Basingstoke: Palgrave Macmillan.

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  3. Kaplan, N.S. and Norton, D.P. (2006) ‘How to Implement a Strategy without Disrupting your Organization’, Harvard Business Review, March: 101–109.

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  4. Sourced from: Bigler, W.R. (2001) ‘The New Science of Strategy Execution: How Incumbents Become Fast, Sleek Wealth Creators’, Strategy Leadership, 29 March 2001: 29–34;

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  5. Allio, M.K. (2005) ‘A Short, Practical Guide to Implementing Strategy’, Journal ofBusiness Strategy, 26 (4): 12–21;

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  7. Franken, A. et al (2009) ‘Executing Strategic Change: Understanding the Critical Management Elements that Lead to Success’, California Management Review, 51 (3): 49–61.

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  8. Adapted from: Manning, T. (2012) ‘Managing Change in Hard Times’, Industrial and Commercial Training, 44 (5): 259–267;

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  9. Spotlight (2010) ‘How Hierarchy Can Hurt Strategy Execution’, Harvard Business Review, July-August 2010: 74–75.

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  10. Martin, R.L. (2010) ‘The Execution Trap: Drawing a Line between Strategy and Execution almost guarantees Failure’, Harvard Business Review, July-August 2010: 64–71.

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  11. Cocks, G. (2010) ‘Emerging Concepts for Implementing Strategy, The TQM Journal, 22 (3): 260–266.

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  12. Hubbard et al. (1996) as quoted by Cocks, G. (2010) ‘Emerging Concepts for Implementing Strategy, The TQM Journal, 22 (3): 260–266.

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  13. Turnbull, S. (2001) ‘Corporate Ideology — Meanings and Contradictions for Middle Managers’, British Journal of Management, Vol. 12: 231–242.

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  14. Adapted from Salih, A. and Doll, Y. (2013) ‘A Middle Management Perspective on Strategy Implementation’, International Journal of Business and Management, 8 (22): 32–39.

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  18. Adapted from Gioia and Chittipeddi (1991) in Hope, O. (2010) ‘The Politics of Middle Management Sensemaking and Sensegiving’, Journal of Change Management, 10 (2): 195–215.

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Author information

Authors and Affiliations

  1. Critical Management Group, Australia

    Marc Stigter

  2. Lancaster University, UK

    Cary L. Cooper

Authors
  1. Marc Stigter
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  2. Cary L. Cooper
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© 2015 Marc Stigter and Cary L. Cooper

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Stigter, M., Cooper, C.L. (2015). Realizing Distinctive Strategies. In: Solving the Strategy Delusion. Palgrave Macmillan, London. https://doi.org/10.1057/9781137394699_5

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