Conventional Strategy Implementation and Organisation
Strategy Implementation:
- Managing social and political perception takes up many resources
- The organisational systems seek to be durable and stable; there is a maintenance agenda
- Strategy is dogma i.e. One right way of doing it, doing what competitors are doing and what the market expects
Organisation:
- Roles are clearly defined by hierarchies of accountability and responsibility
- Pyramidal organisational structure
- Role-based authority and decision-making
- Compliant cultures
- Motivation is for security
Rational Strategy Implementation and Organisation
Strategy Implementation:
- Analysis of data dominates what is communicated
- Entrepreneurship and finding the better way leads to greater risk-appetite
- Efficiency and "doing things right"
- Profitability, market share, maximising return on investment, shareholder wealth are the primary drivers for organisational activity
Organisation:
- Delegated authority and decision-making
- Independent functioning and achievement focus
- Scientific management and systemising of human relationships
- Competition valorised also within the organisational units
Relational Strategy Implementation and Organisation
Strategy Implementation:
- Triple bottom line reporting reflect complexly interdependent economic, social and economic drivers
- Stakeholder engagement, strategy evolved through consultative process and relationships
- Social and ethical purpose included in vision and mission
Organisation
- Interdependent functioning and team structures; matrixed organisations
- Consensus decision-making prevails
- Pluralistic politics leads to diversity of people and opinions
- Egalitarian structure and systems
- Humanistic focus
Sustain-agile Strategy Implementation and Organisation
Strategy Implementation:
- Iterative, ongoing process as opposed to periodic outcome; responsive to the environment as it emerges
- Paradoxical and chaotic elements of reality are not banished from consideration
- Retrospective meaning-making together with forward-planning,
- Process and content attended to in strategy
Organisation
- Flexible and integrative, structure responsive to presenting conditions,
- Whole-system thinking in design of operational and management processes
- Self-organising teams allow most qualified person to make decisions
- Collaborative web of equals
