Improving organizational performance: Strategy execution holds the key

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Irish comedian Frank Carson used to claim that his jokes were funnier because of the way he told them. It's much the same in business. Here it's solid execution that ultimately makes a technology, product or strategy stand out from the crowd. Surprisingly, though, many companies fail when it comes to actual delivery. As a result, any superiority counts for little and performance falls below expectation. At this point, leaders typically opt to restructure in the quest to improve strategic execution. The move appears to make sense. Changes made are tangible and stripping away management layers reduces costs and improves the bottom line. But this action merely scratches the surface of the problem and any improvement is invariably short‐lived. In other words, the real causes of poor organizational performance go unchecked. So what are these causes?

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2009), "Improving organizational performance: Strategy execution holds the key", Strategic Direction, Vol. 25 No. 2, pp. 19-23. https://doi.org/10.1108/02580540910930644