Mistakes in managing strategic change

Sharon E. Norris and Tracy H. Porter

Chapter 4 in Cases in Organization Development and Change, 2026, pp 39-44 from Edward Elgar Publishing

Abstract: Major Focus of the Case: The strategy of a firm needs to support the mission of the organization, or its reason for being, and the execution of the strategy provides the method for gaining competitive advantage. As the competitive environment changes, both the strategy and the execution methods, in tandem, must be reevaluated. Some firms make the mistake of creating strategic plans without conducting the due diligence necessary for executing the new plan. The existing structure, infrastructure, processes, procedures, and paradigms may not be capable of converting new philosophical commitments at the executive level into appropriate actionable processes and initiatives. Kaplan and Norton (2008) have argued it is for this very reason that it is important to connect strategy and execution in order to gain competitive advantage. This case focuses on the approach followed by a CEO of an equipment manufacturer in the medical instruments industry and the learning process that she and the members of the organization experienced as they struggled to link strategy and execution within a rapidly changing and competitive environment.

Keywords: Strategic management; Change management; Corporate strategy; Strategic planning; Effective communication; Change leadership (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035340965
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