Implementing strategic initiatives: a framework of leading practices

Abstract

Purpose

Recent operations management research suggests that adopting and implementing the right practices are essential to attaining “world‐class” performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment framework that emerged from a qualitative study that addressed the question of how managers implement strategy in an organisational excellence environment.

Design/methodology/approach

Group work with managers responsible for implementing strategic initiatives was followed by case studies of seven organisations via in‐depth semi‐structured interviews. A survey questionnaire strengthened the validity of the constructs of strategy deployment that were identified in the case analyses.

Findings

In total, seven strategy deployment constructs were identified and linkages between them are described. The 50 leading deployment practices indicate a mix of hard and soft management skills applied across the seven constructs.

Practical implications

The leading deployment practices have the potential to raise the performance of organisations by improving the implementation of strategic initiatives. The framework is relevant to the deployment of both corporate and business unit strategy such as manufacturing or operations, and should be of interest to managers in these areas.

Originality/value

Researchers have noted for more than a decade that no generally accepted framework of operations management practices has emerged for strategy implementation. Most strategy studies have focused on strategy formulation, content, or on project/programme management. There have been few multiple case studies of leading strategy deployment practices in diverse organisations from both private and public sectors.

Citation

Saunders, M., Mann, R. and Smith, R. (2008), "Implementing strategic initiatives: a framework of leading practices", International Journal of Operations & Production Management, Vol. 28 No. 11, pp. 1095-1123. https://doi.org/10.1108/01443570810910908