Strategy implementation: once more with feeling

✍ Scribed by David Hussey

• Publisher: John Wiley and Sons
• Year: 1999
• Tongue: English
• Weight: 45 KB
• Volume: 8
• Category: Article
• ISSN: 1086-1718
• DOI: 10.1002/(sici)1099-1697(199906/07)8:4<187::aid-jsc439>3.0.co;2-8

✦ Synopsis

One recurring theme in my editorials and many of the articles we have carried is the implementation of strategy. Or, to be more accurate, I should say the lack of implementation. A new report from Business Intelligence (Creelman, 1998), emphasizes this recurring problem, and suggests that the solution is the effective use of the balanced scorecard.

It includes the ®ndings from a survey of 272 UK companies (Renaissance Worldwide/Business Intelligence, 1997), which showed that only a third of companies believed they had achieved all their objectives. 8% had achieved none, 11% only one, and 37% only two. An interesting pattern was revealed suggesting that for many organizations the seeds of failure were sown at an early stage, the de®nition of a clear path for achieving the objectives.