How to Execute Your Company Strategy

ARE YOU READY TO EXECUTE YOUR COMPANY STRATEGY ?


Your company has a strategy. Are you confident it is ready to be deployed and executed? Most likely not, as 60%-90% of strategy implementations fail and only 14%of executives are satisfied with the execution of a strategy. This post introduces a framework to assess your company’s strategy execution readiness, in order to align leaders around how to bridge your strategy to execution gaps.
Before a strategy can be deployed and executed effectively, you need to have leadership alignment around execution readiness. Your leadership team has to ask themselves at least the following four questions:
  1. Do we have the best possible circumstances to execute our strategy?
  2. If not, what are the gaps to effectively execute our strategy?
  3. What are our most important strategy to execution gaps?
  4. How and when are we going to address these gaps?
Answers to these questions will provide understanding between your leaders on how they perceive the risk profile of execution the strategy. It will give your leadership team insight if they feel ready to execute their strategy. But most important, it will create alignment on how your company can create the best possible circumstances to execute the strategy successfully.
To help executives understand their gaps to effective strategy execution, we researched 7 strategy implementation frameworks and over 75 leading strategy execution articles published over the last 30 years. We looked for the most common and impactful strategy execution factors, and distilled and grouped 5 key success factors. What follows is a brief description of these 5 ultimate strategy execution success factors.

Leadership Alignment:
There is collective leadership and common language around purpose, vision, behaviours, strategic capabilities, balanced scorecard and budget objectives. This supports focused decision making, resource allocation and issue resolution.
60% of organizations do not have strategic initiatives in the budget
Mindset and Behaviours
A resilient, positive and growth mindset culture, with effective behaviours and group dynamics supports alignment, integration and strategy execution. These cultures are proven to outperform negative, fearful cultures with aggressive behaviours. People & Culture get a mention in 6 from 7 researched strategy frameworks, however:
30% of managers mention cross unit working as greatest challenge to strategy execution
Performance and Appraisal
The strategy is cascaded to individual performance level. Objectives , rewards and consequences are clear and include the ‘What’ as well as the ‘How’ we do it. Recruitment policies are aligned with values and behaviours and there is action towards performance issues. Reward systems are mentioned in 6 out of 7 researched strategy frameworks, however:
70% of middle management and 90% of front line employees incentives is not linked to strategy
Organization Change
The organizational structure supports the strategy. There is strategic capability building, clear roles and responsibilities and continuous formal, informal and two-way strategy communication to engage employees. Organizational structure is mentioned in 7 out of 7 researched strategy frameworks, however:
In 38% of companies, managers do not inform their team about the chosen strategic direction
Integrated Planning & Monitoring
There is a strategy implementation plan. A periodic rolling forecast provides visibility in gaps to budget and supports enterprise resource re-allocation. Strategic initiatives, goals, measurements and targets are continuously monitored. Control, process, information systems and goals are mentioned in 5 out of 7 researched strategy frameworks, however:
92% of companies do not report on strategic lead performance indicators
If you and your leadership team ask yourselves the right questions around these five key strategy execution themes, you will create understanding around your strategy to execution gaps. You will start a conversation together about your strategy execution readiness. You will hold up a mirror and ask; Are we ready to execute?



https://www.i-nexus.com/stratex-hub/are-you-ready-to-execute-your-company-strategy/

Unknown Jumat, 30 September 2016
Analysis Kepuasan Pelanggan.

Kano analysis Kepuasan Pelanggan


Dibuat pada tahun 1980 oleh Profesor Noriaki Kano, tujuan utama Model Kano adalah untuk membantu tim mengungkap, mengklasifikasikan, dan mengintegrasikan 3 kategori kebutuhan pelanggan ke produk atau jasa yang sedang kita kembangkan.
Ketiga jenis kebutuhan ini diklasifikasikan tergantung pada kemampuan mereka untuk menciptakan kepuasan pelanggan atau menyebabkan ketidakpuasan.

Delighters adalah kebutuhan pelanggan atau fitur pada produk yang jika tidak kita berikan sebenarnya tidak akan menimbulkan ketidakpuasan. Tetapi jika kita berikan, ini akan memberikan kepuasan yang sangat tinggi pada pelanggan kita. Misalnya kita memberikan donat gratis setiap kali pelanggan kita membeli kopi di kafe kita. Jika kita tidak memberikan donat, mereka tetap tidak akan kecewa. Tetapi jika kita memberikannya, mereka akan “surprised” dan puas.

Satisfiers adalah kebutuhan pelanggan yang umumnya merupakan atribut yang dibandingkan oleh pelanggan kita dengan kompetitor kita. Ciri-ciri lainnya adalah pelanggan akan makin puas jika kita berkinerja baik, sebaliknya akan makin tidak puas seiring dengan memburuknya kinerja atribut ini. Misalnya, lama check-in di hotel. Semakin cepat, pelanggan akan makin puas dan sebaliknya.

Dissatisfiers adalah kebutuhan pelanggan yang merupakan basic requirement, atau wajib dipenuhi. Sedikit saja kita gagal memuaskan pelanggan di atribut ini, mereka akan sangat tidak puas, sebaliknya jika kita berkinerja baik di atribut ini, pelanggan akan merasa biasa saja. Misalnya, Anda tidak menemukan selimut di kamar hotel Anda, Anda akan sangat kecewa dan akan protes, tetapi jika selimut tersedia, Anda akan biasa saja.

Tujuan mengelompokkan kebutuhan pelanggan dalam beberapa segmen adalah agar kita:
  • Dapat memenuhi persyaratan yang dasar
  • Tidak terjebak dalam memenuhi seluruh persyaratan pelanggan
Caranya cukup sederhana, yaitu Anda harus bertanya dengan pertanyaan positif dan negatif.
Misalkan kita ingin mengidentifikasi kebutuhan mengenai kecepatan check-in di hotel .
Tamu menyatakan bahwa mereka ingin check in dengan cepat. Jawaban yang perlu kita temukan adalah seberapa cepat dan apakah ini merupakan dissatisfier, satisfier, atau delighter?
Tanya tamu anda: Bagaimana rasanya jika lama cek in lebih cepat dari 5 menit? (Positif)
Jawaban: “Itu biasa saja/itu normal”
Bagaimana rasanya jika lama cek in lebih lama dari 5 menit? (Negatif)
Jawaban:“Tidak suka”
Jika keadaanya demikian, maka check-in lebih dari 5 menit adalah Dissatisfier – Jadi 5 menit HARUS DIPENUHI. 5 Menit adalah maksimum lama proses check-in.

Lantas, bagaimana menemukan apa saja kebutuhan-kebutuhan pelanggan?

  • Dissatisfiers (biasanya tidak tersampaikan) – Temukan dissatisfier dengan menggunakan wawancara 1-on-1 dan focus-group discussion.
  • Satisfier (biasanya disampaikan) – Kumpulkan satisfier ini dengan menggunakan survei (telepon, email, dll). Umumnya, poin yang didiskusikan adalah sesuatu yang telah kita ketahui, tetapi kita ingin mengetahui tingkat kinerja yang dibutuhkan pelanggan.
  • Delighter (biasanya tidak disampaikan) – Temukan delighter lewat focus-group yang didahului dengan wawancara kelompok 1-on-1 sebagai basis untuk diskusi lebih lanjut.

Unknown Jumat, 16 September 2016
GOAL SETTING



Image result for goal settingPERSONAL GOAL SETTING


Many people feel as if they're adrift in the world. They work hard, but they don't seem to get anywhere worthwhile.
A key reason that they feel this way is that they haven't spent enough time thinking about what they want from life, and haven't set themselves formal goals. After all, would you set out on a major journey with no real idea of your destination? Probably not!

Goal setting is a powerful process for thinking about your ideal future, and for motivating yourself to turn your vision of this future into reality.
The process of setting goals helps you choose where you want to go in life. By knowing precisely what you want to achieve, you know where you have to concentrate your efforts. You'll also quickly spot the distractions that can, so easily, lead you astray.

Why Set Goals?
Top-level athletes, successful business-people and achievers in all fields all set goals. Setting goals gives you long-term vision and short-term motivation. It focuses your acquisition of knowledge, and helps you to organize your time and your resources so that you can make the very most of your life.
By setting sharp, clearly defined goals, you can measure and take pride in the achievement of those goals, and you'll see forward progress in what might previously have seemed a long pointless grind. You will also raise your self confidence, as you recognize your own ability and competence in achieving the goals that you've set.

Starting to Set Personal Goals
You set your goals on a number of levels:
  • First you create your "big picture" of what you want to do with your life (or over, say, the next 10 years), and identify the large-scale goals that you want to achieve.
  • Then, you break these down into the smaller and smaller targets that you must hit to reach your lifetime goals.
  • Finally, once you have your plan, you start working on it to achieve these goals.
This is why we start the process of setting goals by looking at your lifetime goals. Then, we work down to the things that you can do in, say, the next five years, then next year, next month, next week, and today, to start moving towards them.

Step 1: Setting Lifetime Goals
The first step in setting personal goals is to consider what you want to achieve in your lifetime (or at least, by a significant and distant age in the future). Setting lifetime goals gives you the overall perspective that shapes all other aspects of your decision making.

To give a broad, balanced coverage of all important areas in your life, try to set goals in some of the following categories (or in other categories of your own, where these are important to you):
  • Career – What level do you want to reach in your career, or what do you want to achieve?
  • Financial – How much do you want to earn, by what stage? How is this related to your career goals?
  • Education – Is there any knowledge you want to acquire in particular? What information and skills will you need to have in order to achieve other goals?
  • Family – Do you want to be a parent? If so, how are you going to be a good parent? How do you want to be seen by a partner or by members of your extended family?
  • Artistic – Do you want to achieve any artistic goals?
  • Attitude – Is any part of your mindset holding you back? Is there any part of the way that you behave that upsets you? (If so, set a goal to improve your behavior or find a solution to the problem.)
  • Physical – Are there any athletic goals that you want to achieve, or do you want good health deep into old age? What steps are you going to take to achieve this?
  • Pleasure – How do you want to enjoy yourself? (You should ensure that some of your life is for you!)
  • Public Service – Do you want to make the world a better place? If so, how?
Spend some time brainstorming these things, and then select one or more goals in each category that best reflect what you want to do. Then consider trimming again so that you have a small number of really significant goals that you can focus on.
As you do this, make sure that the goals that you have set are ones that you genuinely want to achieve, not ones that your parents, family, or employers might want. (If you have a partner, you probably want to consider what he or she wants – however, make sure that you also remain true to yourself!)


Step 2: Setting Smaller Goals
Once you have set your lifetime goals, set a five-year plan of smaller goals that you need to complete if you are to reach your lifetime plan.
Then create a one-year plan, six-month plan, and a one-month plan of progressively smaller goals that you should reach to achieve your lifetime goals. Each of these should be based on the previous plan.
Then create a daily To-Do-List of things that you should do today to work towards your lifetime goals.
At an early stage, your smaller goals might be to read books and gather information on the achievement of your higher level goals. This will help you to improve the quality and realism of your goal setting.
Finally review your plans, and make sure that they fit the way in which you want to live your life.

Staying on Course
Once you've decided on your first set of goals, keep the process going by reviewing and updating your To-Do List on a daily basis.
Periodically review the longer term plans, and modify them to reflect your changing priorities and experience. (A good way of doing this is to schedule regular, repeating reviews using a computer-based diary.)

SMART Goals
A useful way of making goals more powerful is to use the SMART mnemonic. While there are plenty of variants (some of which we've included in parenthesis), SMART usually stands for:
  • S – Specific (or Significant).
  • M – Measurable (or Meaningful).
  • A – Attainable (or Action-Oriented).
  • R – Relevant (or Rewarding).
  • T – Time-bound (or Trackable).

Further Tips for Setting Your Goals
The following broad guidelines will help you to set effective, achievable goals:
  • State each goal as a positive statement – Express your goals positively – "Execute this technique well" is a much better goal than "Don't make this stupid mistake."
  • Be precise: Set precise goals, putting in dates, times and amounts so that you can measure achievement. If you do this, you'll know exactly when you have achieved the goal, and can take complete satisfaction from having achieved it.
  • Set priorities – When you have several goals, give each a priority. This helps you to avoid feeling overwhelmed by having too many goals, and helps to direct your attention to the most important ones.
  • Write goals down – This crystallizes them and gives them more force.
  • Keep operational goals small – Keep the low-level goals that you're working towards small and achievable. If a goal is too large, then it can seem that you are not making progress towards it. Keeping goals small and incremental gives more opportunities for reward.
  • Set performance goals, not outcome goals – You should take care to set goals over which you have as much control as possible. It can be quite dispiriting to fail to achieve a personal goal for reasons beyond your control!
In business, these reasons could be bad business environments or unexpected effects of government policy. In sport, they could include poor judging, bad weather, injury, or just plain bad luck.
If you base your goals on personal performance, then you can keep control over the achievement of your goals, and draw satisfaction from them.
  • Set realistic goals – It's important to set goals that you can achieve. All sorts of people (for example, employers, parents, media, or society) can set unrealistic goals for you. They will often do this in ignorance of your own desires and ambitions.
It's also possible to set goals that are too difficult because you might not appreciate either the obstacles in the way, or understand quite how much skill you need to develop to achieve a particular level of performance.

Achieving Goals
When you've achieved a goal, take the time to enjoy the satisfaction of having done so. Absorb the implications of the goal achievement, and observe the progress that you've made towards other goals.
If the goal was a significant one, reward yourself appropriately. All of this helps you build the self-confidence you deserve.
With the experience of having achieved this goal, review the rest of your goal plans:
  • If you achieved the goal too easily, make your next goal harder.
  • If the goal took a dispiriting length of time to achieve, make the next goal a little easier.
  • If you learned something that would lead you to change other goals, do so.
  • If you noticed a deficit in your skills despite achieving the goal, decide whether to set goals to fix this.

Example Personal Goals
For her New Year's Resolution, Susan has decided to think about what she really wants to do with her life.
Her lifetime goals are as follows:
  • Career – "To be managing editor of the magazine that I work for."
  • Artistic – "To keep working on my illustration skills. Ultimately I want to have my own show in our downtown gallery."
  • Physical – "To run a marathon."
Now that Susan has listed her lifetime goals, she then breaks down each one into smaller, more manageable goals.
Let's take a closer look at how she might break down her lifetime career goal – becoming managing editor of her magazine:
  • Five-year goal: "Become deputy editor."
  • One-year goal: "Volunteer for projects that the current Managing Editor is heading up."
  • Six-month goal: "Go back to school and finish my journalism degree."
  • One-month goal: "Talk to the current managing editor to determine what skills are needed to do the job."
  • One-week goal: "Book the meeting with the Managing Editor."
As you can see from this example, breaking big goals down into smaller, more manageable goals makes it far easier to see how the goal will get accomplished.

Key Points
Goal setting is an important method of:
  • Deciding what you want to achieve in your life.
  • Separating what's important from what's irrelevant, or a distraction.
  • Motivating yourself.
  • Building your self-confidence, based on successful achievement of goals.
Set your lifetime goals first. Then, set a five-year plan of smaller goals that you need to complete if you are to reach your lifetime plan. Keep the process going by regularly reviewing and updating your goals. And remember to take time to enjoy the satisfaction of achieving your goals when you do so.
If you don't already set goals, do so, starting now. As you make this technique part of your life, you'll find your career accelerating, and you'll wonder how you did without it.www.mindtools.com


Unknown Kamis, 15 September 2016
CATWOE

CATWOE
Developing a Robust Problem Definition


Image result for KUCING



CATWOE stands for:
Customers
Who are they, and how does the issue affect them?
Actors
Who is involved in the situation? Who will be involved in implementing solutions? And what will impact their success?
Transformation Process
What processes or systems are affected by the issue?
World View
What is the big picture? And what are the wider impacts of the issue?
Owner
Who owns the process or situation you are investigating? And what role will they play in the solution?
Environmental Constraints
What are the constraints and limitations that will impact the solution and its success?

When you look at all six of these elements, and consider the situation from all of these perspectives, you open your thinking beyond the issue that sits directly in front of you. By using CATWOE, the output of your brainstorming and problem solving should be much more comprehensive, because you have considered the issue from these six, very different, perspectives



Unknown Selasa, 06 September 2016
Managing the Strategy Execution System



 Dr. Arnoud van der Maas                                
January 2015





Strategy execution or strategy implementation is essential for the success of any organization. The successful implementation of a strong and robust strategy gives any organization a significant competitive advantage. Most organizations fail at strategy execution despite its strategic importance to any organization. Strategy implementation is a multifaceted and highly complex organizational phenomenon. This article presents the Strategy Execution System with six interconnected aspects: the strategy of the organization, its primary process, structure, culture and people that deliver the strategy, and systems that monitor and control the execution of the strategy. By understanding and managing these six elements managers can successfully execute their strategy.

THE STRATEGY EXECUTION SYSTEM

The overall performance of an organization is the result of the interplay of six mutually reinforcing aspects: the strategy of the organization, its primary process, structure, culture and people that deliver the strategy, and systems that monitor and control the execution of the strategy (see Figure). This is what I call the Strategy Execution System. Mastering strategy execution requires that all the six elements of the Strategy Execution System are in alignment with each other. Each of the six elements consists of two to four best practices. There are in total 20 best practices each of which I will discuss in more detail in this Strategy Execution Series. This series gives executives and managers a comprehensive overview of the many factors that influence the complex science and art of strategy execution. Next, we discuss each of the six elements and the practices that are part of it.

DEVELOP THE STRATEGY

Articulate an attractive strategic vision. Successful strategy execution begins with the formulation of a clear and attractive strategic vision by top management. The strategic vision describes the desired future state of the organization. Organizations that are successful in strategy execution often have a guiding purpose that remains stable while their strategy and activities continuously adapt to an ever-changing world. The strategic vision gives meaning and direction to the strategy and its execution.
Develop a sound strategy. After formulating the strategic vision top management needs to develop a strategy that is able to turn the vision into reality. The task of top management is to choose and work out a strategy that fits the current organization most and allows the organization to achieve it strategic vision and goals. In order to guide the strategy implementation effectively, the strategy needs to be realistic, based on a sound idea and be well thought out. No execution can save a strategy, which is not sound or feasible to begin with.
Involve employees and stakeholders. During the strategy development and execution process it is essential to involve middle managers and key lower level employees in decision-making about the strategy and its execution. Successful strategy formulation and implementation requires the involvement and commitment of managers and employees on all levels. Involving employees has many advantages: better quality of decisions, better understanding of the strategy, better organizational learning, higher commitment to the strategy and organization, higher job satisfaction, less resistance to change and better adaptability of the strategy.
Secure commitment to the strategy. Successful strategy formulation and implementation requires the commitment of managers and employees on all levels of the organization. Strategy commitment is the extent to which managers and employees comprehend, support and intend to carry out a strategy. Managerial commitment to the strategy and its implementation is especially important. Explicit management support to the implementation is needed because management provides leadership and rewards to organizational members. Unsuccessful strategy execution is often caused by middle managers who are either ill-informed or unsupportive of the chosen direction.

MANAGING THE STRATEGY EXECUTION

After the strategy is developed it needs to be executed. Even the best strategy is useless without execution. This is where most strategies fail. Managing the strategy execution involves four essential practices.
Develop an execution plan
Successful execution requires translating the strategy into a well worked out and comprehensive execution plan. An implementation plan is a comprehensive plan that clearly outlines the objectives of the execution, the activities which are needed to achieve these objectives and who are responsible for these activities. The execution plan translates the strategy into day-to-day management.
Strategy execution leadership
Leadership is crucial for the success of a strategy execution effort. During the execution effort there needs to be one clear leader who is responsible for the outcome of the strategy implementation. The implementation leader needs to be board member, especially for strategic implementations. The strategy execution leader serves as problem owner of the strategy implementation. The strategy execution leader must :
(1) articulate an attractive vision, 
(2) be decisive in decision making,
(3) stand their ground when faced with resistance,
(4) be able to take unpleasant decisions, 
(5) practice moral virtues,
(6) take decisions that are perceived as fair, and 
(7) serve as a role model.
Communicate the strategy
After the strategy is developed it needs to be communicated to the rest of the organization, and especially to organizational members with implementation responsibilities and those who are directly influenced by its execution. Organizational members cannot implement a strategy if they do not know what the strategy is and what its goals are. This involves describing the content of the goals of strategy, its content, how it influences the day-to-day work of organizational members, and the difference between before and after the strategy implementation.
Achieve visible results
Achieving visible improvements in performance, especially in the beginning of the strategy implementation (quick wins) increases the motivation and commitment of organizational members. It is especially important to achieve results in the beginning of a strategy implementation, in order to gain the confidence of the employees that the strategy might work.

MANAGING PEOPLE

Every organization, strategy and execution is only as good as its people. People are the ones who make the strategy and its execution a reality. Managing people involves four essential practices: appointing the right people. Putting the right people in the right place is one of the most important aspects of strategy execution. Especially competent management is important. When management is incompetent, the whole organization is affected and thus the strategy implementation effort as well.
Developing people. Adequately trained staff is one of the most critical steps top management can take to ensure successful strategy implementation. A new strategy often requires a change in the optimal mix of human resources for the organization requiring that employees are to be retrained through training programs. The training should provide the needed competent personnel for the implementation.
People management. Having a people management style is a key competence for leaders and managers. In strategy execution soft skills are as important as hard skills if not more important. A successful manager or executive must be both task and people oriented. A people-manager listens, provides encouragement and support, coaching and counseling, develops social relations with subordinates, makes employees feel proud and celebrates social activities during a strategy implementation effort.
Empowering people. When organizational members are empowered and have a high feeling of competence or sense of self-efficacy and believe that they can perform the new strategy implementation tasks successfully, they are more likely to perform well. Organizational members can be empowered by making them independent, delegating responsibilities, allowing participation, giving them more control over their work, giving information about the strategy and its implementation, and providing training and leadership courses. Self-responsibility and self-empowerment of organizational participants makes them more motivated, more self-confident and more willing to take initiative, which is beneficial to the strategy implementation effort.

ALIGNING STRUCTURE TO STRATEGY

To make the strategy a success the organization structure must be aligned to the strategy. Designing a structure that supports the strategy and its execution involves three essential practices: redesigning a decentralized organization structure. A decentralized organization structure results in more effective execution. The main advantage of a decentralized structure is that it increases the commitment of organizational members to decision-making, decisions can be made more quickly, and improves the quality of decisions as it makes more use of specialized knowledge of organizational members at lower levels in the organization.
Formalizing the structure. A moderately formalized organization structure creates clarity for organizational members. Clear procedures, rules and responsibilities give employees certainty during the implementation. When problems arise and responsibilities are not clear, organizational members may blame each other.
Managing processes. Successful strategy execution requires the alignment of the strategy to the processes of the organization. Different strategies require different primary processes. Since processes are the way in which work gets done in any organization, processes should be tightly linked to its strategy. Especially the primary process is crucial. The primary process consists of the activities that need to be performed to produce a product or service and deliver it to external customers.

CHANGING THE CULTURE

The culture and core values of an organization must support the strategy. Changing the culture involves three essential practices: create a fearless and innovative culture. To execute a strategy successfully, proactive managers and employees are needed who participate in strategy formulation and implementation. In order to participate, organizational members need to dare to take initiative, voice their opinion, and not be afraid to make mistakes. Therefore, an empowering and fearless organization culture needs to be created in which organizational members are able to make mistakes without being punished for it. However, many organizations have a culture of fear.
Deal with organizational politics. Politics and struggles over power and leadership are just a few obstacles that may undermine an implementation effort. Strategy formulation and implementation inevitably raise questions of power within an organization. The existence of conflicts, and the use of individual and group power needs to be taken into consideration. The very prospect of change confronts established positions often leading to resistance to change.
Foster a culture of cooperation. A culture of cooperation is crucial for strategy execution. Successful strategy execution requires the cooperation of many organizational members and often the whole organization. When organizational members with implementation responsibilities do not cooperate much, this has a negative influence on implementation performance. As a strategy transcends functional and departmental boundaries cooperation is needed to develop and execute it.

BUILDING CONTROL SYSTEMS

During the execution of the strategy two types of systems need to be build. First, a planning and control system is needed that monitors the execution of the strategy. Second, a reward system is needed that motivates and rewards people to achieve the goals of the strategy.
Crafting a management control system. During strategy execution, it is crucial to monitor whether the goals of the implementation are being met and whether adjustments need to be made. Regular strategy execution review meetings must be held in which the progress of the implementation is discussed, and where measures can be taken when adjustments are needed. Implementation control implies that organizational members who do not perform well with respect to the implementation effort have to be addressed about this.
Building a reward system. Organizations need a reward system that monitors and controls the progress of the execution and demonstrates top management’s interest and investment in attaining the goals of the strategy. The greater the internal change required by a strategy, the more important effective incentives become. Reward systems are essential for motivating staff and ensuring appropriate behavior in relation to the strategy.
REFERENCES

Hussey, D. (ed.) (1996) The Implementation Challenge, Chichester: Wiley & Sons.
Kaplan, R.S. & Norton, D.P. (2005) Creating the office of strategy management, working paper, April.
Noble, C.H. (1999) The Eclectic Roots of Strategy Implementation Research, Journal of Business Research, 45: 119-134.
Nutt, P.C. (1983) Implementation Approaches for Project Planning, Academy of Management Review, 8(4): 600-611.

Unknown Kamis, 01 September 2016