Introduction: The Strategy Process

Angelina Zubac (), Danielle Tucker (), Ofer Zwikael (), Kate Hughes () and Shelley Kirkpatrick ()
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Angelina Zubac: University of Queensland
Danielle Tucker: University of Essex
Ofer Zwikael: Australian National University
Kate Hughes: Technological University Dublin
Shelley Kirkpatrick: The MITRE Corporation

Chapter Chapter 2 in Effective Implementation of Transformation Strategies, 2022, pp 25-29 from Springer

Abstract: Abstract The three chapters in this section demonstrate that, although it can be helpful at times to separate strategy formulation from the strategy implementation stage for pedagogical and communication purposes, when strategy is approached in this way, the wrong mindset ends up being adopted across the organisation. The process becomes the focus rather than the strategic outcomes the organisation needs to achieve. As a result, the organisation falls short of its potential to draw on its people’s drive, passion and talents to pursue opportunities and solve the organisation’s problems.

Keywords: Strategy formulation; Strategy implementation; Strategy process; Non-rational decision-making processes; Wayfinding; Strategic alignment; Complex systems; Strategic learning; Dynamic capabilities (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-19-2336-4_2

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DOI: 10.1007/978-981-19-2336-4_2

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