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Article
Publication date: 9 January 2018

Anton Jacobus Olivier and Erwin Schwella

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…

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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.

Details

International Journal of Public Leadership, vol. 14 no. 1
Type: Research Article
ISSN: 2056-4929

Keywords

Article
Publication date: 9 July 2018

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

818

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint 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

Poor execution is the main reason for the failure of most strategies. Addressing nine critical components can enable public sector organizations to increase the rate of successful implementations and enhance overall performance as a result.

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.

Details

Strategic Direction, vol. 34 no. 7
Type: Research Article
ISSN: 0258-0543

Keywords

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