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A seven-step Strategy Execution Model provides a tested guide to agile implementation.

Pragmatic actions, key deliverables and a case example for each of the seven steps in the model are presented.

Firms that focus more on strategic planning than implementation are often plagued with execution issues. Whereas, organizations that are able to execute their strategies as a well managed, integrated process have a much better chance of realizing the full potential of their plans.

Supporting the experience of numerous management teams, research indicates that poor execution often squanders the value companies anticipate from innovative, advantageous strategic initiatives. To minimize the likelihood of mismanagement, companies need a repeatable process that provides an integrated and actionable approach to effective strategy execution.

Senior executives and middle managers need a structured, coordinated system for managing strategy implementation. The author’s seven-step method has been tested in practice and refined. It emphasizes communication and agile adaptability.

The chapter starts with an observation from a selection of contemporary business situations indicating that B2B sales episodes are frequently quite complicated, multidimensional and long term. At the same time, models and theorizing about sales still tend to be highly inspired by the old seven steps of selling framework.

A grounded theory is reported where a broader view was taken. The study resulted in a conceptual framework where the core process was named “business maneuvering.” Complementary processes were also identified. These are judiciously managed and balanced a little differently each time during the process of doing business. In other words, these other activities are “maneuvered” (i.e., managed with dexterity and skill).

Four complementary processes were extracted. They all represented interrelated categories that describe various selling activities:

• (1)

  business standardization;

• (2)

  business fraternization;

• (3)

  personalization; and

• (4)

  probationary business rationalization.

business standardization;

business fraternization;

personalization; and

probationary business rationalization.

Those processes are described along with their relations and implications for the understanding of sales processes are drawn.

In an increasingly technology-driven retail landscape, retailers face the challenge of making the most effective decisions regarding the selection and use of innovative technology. Although previous research provides insights into the added value of technology, it does not directly guide retailers in overviewing and selecting technology that supports their sales operations. This chapter contributes to the field of retail technology studies by introducing a sales-oriented model intended to assist retailers in inventorying available technologies and making decisions regarding the selection and use of these technologies for their physical stores. The model uses an updated version of the seven steps of selling as a foundation and, in line with the resource life cycle, decision support system and self-service technology literature streams, proposes applying technology in such a way that it supports the stages of the retailer's sales process. This chapter concludes with a discussion of practical guidelines for applying the model.

This paper aims to show how systems thinking can be incorporated in action research (AR) interventions to successfully implement organizational change. The two case studies described in this paper would be useful to managers who want to implement change in their own organizations.

Both projects used AR as the methodology due to its flexible, responsive and emergent nature. In one project, there was a deliberate attempt to incorporate soft systems thinking whereas in the other project soft systems thinking was used as a sense‐making process while carrying out AR. As an added benefit both approaches have resulted in successful completion of doctoral research.

Soft systems methodology (SSM) and AR can both help in addressing ill‐structured problems faced by managers, in collaboration with stakeholders using questioning and reflection. Both lead to an increased understanding about the problem situation. The difference is that SSM uses a more structured approach while AR is emergent in its application. SSM practitioners advocate that action researchers would benefit by declaring in advance an intellectual framework to guide their research. This has the additional benefit of overcoming obstacles in an academic environment where research processes are still governed based on traditional research methods.

The ideas presented in the paper could be particularly useful to a practice‐based discipline such as project management where research into its practice is in demand.

This paper would be useful to managers interested in a rigorous methodology to implement organizational change in addressing business problems. It demonstrates ways of combining SSM and AR, resulting in a powerful research tool to carry out rigorous research.

Numerous core concepts in the field of strategic management lack a clear definition or receive relatively little attention in most traditional strategic management classes with the concept of “implementation” being chief among them. The authors explore and describe one of the most important steps of implementation, the strategic plan launch project. It is the first impression that stakeholders have of what changes the company will be making to its business model, which businesses or departments will receive increased or decreased financial support, and the sense of urgency and prioritization the company is attaching to its new program.

Based on extensive executive and consulting experience, plus a review of existing scholarly literature, a seven-step model is described and explained that includes best practices for the final steps of formulation through the initial phase of implementation.

The authors could not find any academic literature on how companies finish the formulation process and transition into an efficient and effective deployment of the plan. It is critical to clarify at least two kinds of budgets and clearly designate authorities prior to gaining board approval. Thereafter, a well-developed dissemination and launch project is necessary for clear communication of strategic intent and objectives.

This paper fills in a critical gap in scholarly literature while providing practitioners with a foundational model to help organize and monitor the successful launch of a new organizational strategy.

The purpose of this paper is to develop a generic framework for the assessment of VMI implementation. The framework is used for the analysis of multiple case studies in German hospitals to discuss the feasibility of VMI in the German blood supply chain.

The methodology is twofold. In a first step, the literature is reviewed and a generic theoretical VMI framework is developed. In a second step, the case study methodology is applied to 13 cases to assess the feasibility of VMI in the German blood supply chain.

The paper contributes a generic framework for assessing the implementation of VMI in seven steps. The research proposed that hospitals hesitate to enter a VMI relationship for critical resources such as blood. Hospitals fear losing control over critical resources.

The unit of analysis is hospitals in Germany and the case studies do not target the suppliers in the supply chain. The paper contributes three propositions regarding VMI in the healthcare/blood supply chain.

A generic framework for assessing the applicability and feasibility of VMI is provided which supports managers with the implementation of VMI in a supply chain.

The paper is one of the first papers targeting inventory and supply chain management in the German blood supply chain. It provides a generic framework for the assessment of the feasibility of VMI.

This paper aims to analyze the context of community opinions and participation in the natural gas sector in developing countries, a case study of Tanzania. To achieve this purpose, the study pointed out six facts, namely, information on the natural gas sector; awareness of the natural gas-related policies; laws and regulations and the creation of employment opportunities; local experts in the natural gas sector; the use of natural gas revenues; and natural gas for poverty reduction and improvement of social well-being.

The study is a systematic review of the literature on community participation based on the relevant studies published between 2010 and 2018. A comprehensive literature review was carried out following the seven-step model whereby relevant themes from different potential bibliographic databases such as Google Scholar were systematically selected, compiled and analyzed using descriptive methods.

The study revealed that despite the various efforts made by the governments and other stakeholders to promote community participation, there is an inadequate level of community participation in the natural gas sector in developing countries. There are limited local experts for natural gas operations and low transparency on natural gas contracts, agreements and revenues. Therefore, there is the need to raise awareness for a highly informed society with a clear sense of ownership of the natural gas wealth among the local communities. Moreover, transparency and accountability are recommended for the sustainable natural gas sector development.

This paper offers new and current cross-sectoral inclusion, opinions, hopes and concerns of the community on the natural gas sector management in developing countries.

In Control is a system of self‐directed support. This paper tells the story of its first two years and of the pilot implementation projects run in six local authorities. The key findings from the evaluation are that people are more self‐determined, people have a better sense of direction in their lives, people's support has improved, people's money situation has improved, people are improving their home situation and people's community lives are improving.