Managing Strategy Implementation collects the insights of leading practitioners and academics experienced in executive education in a volume that explicitly examines the organizational issues. The book is divided into four sections, dealing respectively with new models of the process of strategy implementation, key roles in the strategic change process, and success factors in strategy implementation.
Topics include the narrative of strategic change, management of uncertainty, the role and utlity of consultants as well as emotional intelligence, the leadership of learning, the role of teams in implementation and the public sector context.
A detailed treatment of the emotional world of implementation is given which includes consideration of the stress issues involved, plus a detailed treatment of the middle manager as both architect and potential saboteur of change. The final section focuses on practice and the enablers of successful strategy implementation.
Introduction: Stephen Carroll and Patrick Flood.
Part I: New Perspectives on the Strategy Implementation Process:.
1. Strategic Management in a World Turned Upside Down: the Role of Cognition, Intuition and Emotional Intelligence: Paul Sparrow.
2. Implementing Strategic Plans through Formalized Goal Setting: Stephen Carroll.
3. Analysing Strategic Activity through Narrative Analysis: Sarah Moore.
4. Strategy Implementation and Polarity Management: Tony Dromgoole and David Mullins.
Part II: Behavioural Barriers and Problems in Strategy Implementation: .
5. The Emotional World of Strategy Implementation: David O′Donnell.
6. Change Mangement and Stress: Carol Borrill and Sharon Parker.
7. Strategy Implementation in Public Sector Organizations: David McKevitt.
8. Leading and Managing the uncertainty of Strategic Change: Jean Hartley.
Part III: Key Roles in Strategy Implementation: .
9. From Key Advice to Execution: Consulting Firms and the Implementation of Strategic Decisions: Timothy Morris. .
10. The Leadership of Learning: the Core Process of Strategy Implementation: Dennis Gillen.
11. Middle Management Resistance to Strategic Change Initiatives: Saboteurs or Scapegoats?: Mark Fenton–O′Creevy.
12. Constraints on Strategy Implementation: the ′Problem′ of Middle Managers: Philip Stiles.
Part IV: Barriers and Enablers to Strategy Implementation: .
13. The Primacy of Imagination: Charles Carroll.
14. Developing and Implementing Strategy through Learning Networks: Tony Dromgoole and Liam Gorman.
15. Implementing Turnaround Strategies in Strongly Unionized Environments: Niall Saul.
16. Teams in Strategy Implementation: Some Case Examples: Ken Smith and Henry Sims Jr.