The purpose of this study was to understand key challenges in turning
strategy to performance, and with that as a fundament suggest a model
for the strategy implementation process. The work is based on a
theoretical framework that brings together and merges different areas of
science to create new synergies and leveraged results. In this case, the
area of Strategic Implementation receives added value from mainly
Innovation- and Knowledge Management, as aspects of the intersection
between Industrial Dynamic and Organizational Behavior. Moreover, due
to the strategic focus, additional theory regarding Technology Marketing
is also included. Departing from the theoretical framework, an empirical
study was conducted by qualitative interviews of two managerial levels at
an international conglomerate.
The outcome of both theoretical and empirical findings is discussed and
analyzed, and results in two main recommendations, addressing the
question of how the challenges could be solved with innovation and
knowledge management as a fundament for implementation. One of the
main recommendations is cyclic implementation routines, advancing in a
loop consistent of; Strategic selection; Enabling of effective knowledge
acquisition; Implementation; and Learning. The other main
recommendation is an Innovative and learning organization, involving
Shared vision, leadership and the will to innovate; Appropriate structure;
Effective Team Working; Continuing and stretching individual
development; Extensive communication; High involvement in
innovation; External focus; and a Creative climate.
Coherent with these recommendations, a model is presented where the
cultural components could be regarded as the fundament of the
organization, which is complemented with the learning cycle and regard
to the organization’s holistic level of maturity. This model strives to
inspire to “manage the flow of organizational culture to make the wheels
of implementation routines spin”.
2012. , 67 p.