Theoretical and practical strategy development for improvement of performance of an organisation
Dr. William Phiri, Euphrasia Ng’andwe, Agness Chisala, Florence Mbewe, Donald Mulenga
Thomas Mweetwa, Caroline Mulenga and Changa Katati who are co-authors of this article were in agreement with the other authors above that more than ever, businesses need to get their strategy right. Part of achieving this is the approach to strategy making that is chosen. Strategic business experts have argued that putting a strategy into place and getting the organisation to execute it well calls for a different set of managerial tasks and skills. Whereas crafting strategy is largely a market-driven entrepreneurial activity, implementing strategy is primarily an operations-driven activity revolving around the management of people and business processes. Whereas successful strategy-making depends on business vision, shrewd industry and competitive analysis and entrepreneurial creativity, successful strategy implementation depends on leading, motivating, and working with and through others to create strong “fits” between how the organisation performs its core business activities and the requirements for good strategy execution. Implementing strategy is an action-oriented, make-things-happen task that tests a manager’s ability to direct organisational change, design and supervise business processes, motivate people and achieve performance targets. The purpose of this article is to describe how to develop a strategy model that explains what organisations should focus on in their strategy work, both in terms of the environment and implementation of the strategy and how this can influence and improve the organisation’s performance.