Closing the strategy execution gap in the public sector

Abstract

Purpose

In response to the significant gap between strategy planning and execution, a conceptual model was developed in an attempt to close this gap, particularly in the public sector. The paper aims to discuss this issue.

Design/methodology/approach

The paper is based on a literature review and participatory action research, stretching over ten case studies and eight years.

Findings

The MERIL-DE model integrates the identified “nine vital stratex components” of leadership, strategic planning, project management, alignment, MERIL (Measure, Evaluate, Report, Improve and Learn), drive, engagement, risk, and stakeholder management. The car analogy demonstrates this integration in a practical way.

Research limitations/implications

The conceptual model should be used as guide in the tailoring of a unique MERIL-DE model or Stratex Car for each public sector organization (PSO), according to its unique context.

Practical implications

In designing a tailored “Stratex Car” based on the MERIL-DE model, it is believed to close this gap significantly. The strategy execution framework is presented as a tool to assess the total strategy execution capacity (TSEC) of PSOs.

Originality/value

This is a new conceptual model for the unique public sector context, focusing on successful strategy execution in the public sector.

Citation

Olivier, A.J. and Schwella, E. (2018), "Closing the strategy execution gap in the public sector", International Journal of Public Leadership, Vol. 14 No. 1, pp. 6-32. https://doi.org/10.1108/IJPL-04-2016-0010