The purpose of this paper is to help top managers find ways of involving implementers of strategy at the strategic formulation level.
The author has conducted research in organisations that have come up with strategic plans, identified how top managers fail to include implementers when formulating strategy, and advises them on how to avoid this trap.
Grasping the real reason for involving implementers in strategy formulation for top managers may be a difficult task, though it is a fact that employees contribute better when they are involved in the planning stage.
Methods are provided for top managers to follow when formulating strategy.
This paper gives practical advice from situations in organisations and helps managers to involve all stakeholders holistically when formulating a strategy.
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