| dc.description.abstract | Thomas Mweetwa, Caroline Mulenga and Changa Katati who are co-authors of this article were in agreement with the other
authors above that more than ever, businesses need to get their strategy right. Part of achieving this is the approach to strategy
making that is chosen. Strategic business experts have argued that putting a strategy into place and getting the organization to
execute it well calls for a different set of managerial tasks and skills. Whereas crafting strategy is largely a market-driven
entrepreneurial activity, implementing strategy is primarily an operations-driven activity revolving around the management of
people and business processes. Whereas successful strategy-making depends on business vision, shrewd industry and
competitive analysis and entrepreneurial creativity, successful strategy implementation depends on leading, motivating, and
working with and through others to create strong “fits” between how the organization performs its core business activities and
the requirements for good strategy execution. Implementing strategy is an action-oriented, make-things-happen task that tests a
manager’s ability to direct organizational change, design and supervise business processes, motivate people and achieve
performance targets. The purpose of this article is to describe how to develop a strategy model that explains what organizations
should focus on in their strategy work, both in terms of the environment and implementation of the strategy and how this can
influence and improve the organizations performance. | en_US |
