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identify and discuss the key challenges in the strategy implementation…

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        One reason that strategy implementation fails is that an overwhelming majority of employees are not aware of or do not fully comprehend their organisation’s strategy
        
        This argument highlights the importance of the conscious implementation of the three Cs: communication, commitment, coordination
        
        Another common lack of coordination or misalignment often occurs in the relationship between an organisation’s strategy and its information systems. Strategy development is the result of the ‘deliberate, rational analysis’ (Grant 2010, p. 21) of organisational performance by management, and a means to adapt the organisation to changing daily circumstances. Many organisations do not focus enough on information and decision-making processes that are critical to strategy implementation and instead make structural changes. This lack of information coordination
        can have negative outcomes
        
        A pervasive—some might say endemic—reason for poor implementation is the lack of coordination across an organisation’s functional units, processes and systems. An interesting case study conducted by Trkman (2010) has shown that, in order to supply the infrastructure required to support the implementation of new strategy, structural changes are needed within an organisation. Without infrastructure, there is a risk of misalignment between organisational process and the new strategy to be implemented. All organisational activities should be integrated to ensure that no processes counteract efforts to change current strategy. Senior managers need to identify and influence those managers throughout the organisation who are closer to the ‘front line’ of execution.
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        resistance diagram!!!!!!!!
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        See separate chart
      - Environmental uncertainty
        
        The strategic planning process is often not well equipped to deal with these environments because preparation does not necessarily lead to the accurate prediction of future environmental changes.
        
        Brown, Harris and Russell (2010) noted that environmental uncertainty is linked to ‘wicked problems’— those issues created by society that are difficult or impossible to solve because they have no simple definition or clear solutions for managing them.
        
        During the long time frame usually required to implement strategy, competitor actions or changes in resources or key personnel within the organisation can undermine or distract from the implementation project.
        
        environmental uncertainty diagram!!!!!!!!!!!
      - Summary
        
        Strategy needs to be informed by a realistic picture of how the organisation is situated within its external environment. It requires a detailed understanding of external factors that will either hinder or create opportunities for growth, and of industry issues that may affect profitability. An organisation that attempts to implement a strategy that is not aligned with the external situation can be fatal
        
        This section has reviewed the challenges facing the strategic implementation process in terms of politics, power, and environmental uncertainty. It highlights that strategy implementation cannot be seen simply as a set of operational tasks and activities to be performed. Change brings the risk of failure, so people are often tempted to delay change until they are certain about the outcome but this may lead to lack of progress or even deliberate resistance. Understanding relationships between people, and potential competing objectives helps leaders and managers to be more successful in guiding the strategic implementation process.
        
        The organisation also needs to be realistic about its internal performance and capabilities. A clever strategy will not be executed if the organisation’s people, resources and infrastructure are not effectively coordinated and managed.
        
        Strategic gaps are highlighted by the internal and external analysis, and closing these gaps should be the rationale for considering, testing and selecting strategic options. This starts the process of defining the future state, and leads to either confirmation or change of the organisation’s vision, mission and overall strategic goals.
        Strategic options are grouped into themes, then the strategy is finalised and reviewed.
        
        In the final stage, we focused on implementation, breaking down the larger ideas into specific programs and projects. These all need to have resources and time frames allocated and be carefully integrated
        
        Alongside the technical side of project management is the need to focus on managing change, building up an adaptive culture, and ensuring the internal political issues are well understood and moderated.
        
        As the projects are implemented and change occurs, performance reporting will indicate the successes and the weaker areas that require additional attention and control.
    - - Many strategies are conceived without sufficient regard for the context and circumstances in which they will be implemented. In this respect, many strategies are divorced from the reality that must be engaged for their rollout,
        and therefore are less likely to be achieved.
      - A further separation issue relates to the disconnection that often occurs between strategic planning and implementation. As we have discussed, managers throughout an organisation are usually responsible for executing strategy. However, these people are usually too preoccupied with the day-to-day running of their operations to become involved in the strategic planning process, or they may be excluded from this process.
      - A related problem is that traditional strategic planning typically occurs annually, with intermittent performance reviews and budget allocations, but implementation is an ongoing process that needs immediate action and constant adaptations as organisational and market conditions change.