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Aligning product development with strategy: A Case study at Saab Combat Systems Division
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
2016 (English)Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesisAlternative title
Implementering av strategi i   produktutvecklingen : En fallstudie på Saab Combat Systems divisionen (Swedish)
Abstract [en]

Purpose: The purpose of this study is to increase the knowledge of how the existing gap betweenstrategy formulation and strategy implementation can be bridged in a project-­‐based organization.  The reason for this is to contribute with an empirical example of what challenges and obstacles are associated with this gap and how these can be solved.Method: The investigation of the strategy implementation in a project-­‐based organization has been conducted as a case study. To collect the necessary empirical material, three rounds of interviews were held with relevant employees of the case company, such as the Head of Strategy, Head of Product and sales people. The interviews have been complemented by collection of documents and participation in meetings held at the case company.Findings: The findings of the case study have showed that the strategy can be implemented in three ways in a project-­‐based organization: through the organizational structure, through the executed external projects and through the portfolio management. Additionally, the findings have revealed a number of existing problems within strategy implementation. The major challenges found were achieving balance in the Balanced Scorecard, prioritization of both internal and external projects and managing a programme as a project, which were confirmed in the literature.Practical implications: This study has resulted in a description of  how  a  project-­‐based organization implements its strategy. Furthermore, this study highlights the existing challenges within this process, such as achieving balance in the Balanced Scorecard and better prioritizing the internal and external projects.Theoretical implications: This study contributes with increased insight and knowledge of how a project-­‐based organization implements strategy and thus, expands the knowledge of how the gap between strategy formulation and implementation can be decreased. Several problems highlighted in the literature associated with this gap have been verified by this study. In this way, additional theoretical implications are the proposed solutions for how these problems can be solved.

Abstract [sv]

Syfte: Syftet med denna studie är att öka kunskapen om hur det existerande gapet mellan strategiformulering och strategiimplementering kan överbryggas i en projektbaserad organisation. Anledningen till detta är att bidra med ett empiriskt exempel kring vilka utmaningarnas och hinder som associeras med detta gap samt hur dessa kan överkommas.

Metod: Undersökningen av strategiimplementeringen i en projektbaserad organisation har genomförts i form av en fallstudie. För att samla in det nödvändiga empiriska materialet har tre intervjurundor genomförts  tillsammans  med relevanta anställda på fallstudieföretaget.  Exempel på dessa är Strategichefen, Produktchefen och säljare. Intervjuerna var kompletterade genom insamling av dokument och genom deltagande på möten som hölls på fallstudieföretaget.

Resultat: Resultat av denna fallstudie visar att strategi kam implementeras på tre sätt i en projektbaserad organisation: genom organisationsstrukturen, genom exekveringen av externa projekt  och genom portföljhantering. Resultaten har också visat ett antal existerande problem inom  rategiimplementeringen. De stora utmaningarna är att uppnå balansen i de balanserade styrkorten, prioriteringen av både interna och externa projekt och hantera ett program som ett projekt. Dessa utmaningar var bekräftade i litteraturen.

Praktiskt bidrag: Denna studie har resulterat i en beskrivning av hur en projektbaserad organisation implementerar sin strategi. Dessutom har denna studie lyft fram de existerande utmaningarna inom denna process, såsom att uppnå balansen i de balanserade styrkorten och bättre prioritering av interna och externa projekt.

Vetenskapligt bidrag: Denna studie bidrar med ökad insyn och kunskap om hur en projektbaserad organisation implementerar strategi och således, utvidgar kunskapen om hur gapet mellan strategiformuleringen och implementeringen kan minska. Flera problem som lyfts fram i litteraturen och som associeras med detta gap har blivit bekräftade i denna studie. Därför är de föreslagna lösningarna på hur dessa problem kan lösas ännu ett vetenskapligt bidrag.

Place, publisher, year, edition, pages
2016. , 92 p.
Keyword [en]
Strategy implementation, Balanced Scorecard, project, prioritization, Portfolio management, Programme management.
Keyword [sv]
Strategiimplementering, Balanserat Styrkort, projekt, prioritering, portföljhantering, programhantering
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:kth:diva-191096OAI: oai:DiVA.org:kth-191096DiVA: diva2:954763
Supervisors
Available from: 2016-09-01 Created: 2016-08-23 Last updated: 2016-09-01Bibliographically approved

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