ANCHOR ELECTRICALS PVT. LTD

Anchor Electricals Pvt. Ltd

Anchor Electricals Pvt. Ltd

Introduction

Implementing strategies successfully is vital for any Anchor Electricals Pvt. Ltd., either public or private. Without implementation, even the most superior strategy is useless. The notion of strategy implementation might at first seem quite straightforward: the strategy is formulated and then it is implemented. Implementing would thus be perceived as being about allocating resources and changing organizational structure. However, transforming strategies into action is a far more complex and difficult task (Bandy, 2002, 322).

1. Develop a position paper for enhancing Anchor Electricals Pvt. Ltd's strategic capability by influencing the strategy in action (Bandy, 2002, 322).

Strategy implementation has attracted much less attention in strategic and organizational research than strategy formulation or strategic planning. Alexander (1991) suggests several reasons for this: strategy implementation is less glamorous than strategy formulation, people overlook it because of a belief that anyone can do it, people are not exactly sure what it includes and where it begins and ends. Furthermore, there are only a limited number of conceptual models of strategy implementation.

Organizations seem to have difficulties in implementing their strategies, however. Researchers have revealed a number of problems in strategy implementation: e.g. weak management roles in implementation, a lack of communication, lacking a commitment to the strategy, unawareness or misunderstanding of the strategy, unaligned organizational systems and resources, poor coordination and sharing of responsibilities, inadequate capabilities, competing activities, and uncontrollable environmental factors (Brackertz, 2002, 283).

In strategy textbooks, implementation has usually been regarded as being distinct from strategy formulation and as a matter of adjustment of organizational structures and systems . It seems that this approach is limited, and a number of new perspectives to this problematic phenomenon have emerged (Brackertz, 2002, 283).

Pettigrew's (1987) framework for strategic change also sheds some light on the analysis of strategy implementation. Pettigrew distinguishes the content of the strategy, the outer and inner contexts of Anchor Electricals Pvt. Ltd, and the process in which strategic change is carried out. Pettigrew contends that the content, the context and the process are intertwined and affect one another. This has an important impact on strategy implementation research. In order to understand implementation, which is close to the process in Pettigrew's model, also the content of strategy and the context in which it takes place must be understood.

Another issue influencing the study of strategy implementation is the perspective one has on strategy. Is strategy first formulated and then implemented, or vice versa? If one believes that strategies are explicit , implementation means carrying out the pre-determined strategic plans. If, on the other hand, one holds an emergent view on strategy, one does not believe that strategy is first created and then implemented, but that strategy emerges and evolves without interventions by the strategic planners, or in spite of them (Cardellino, 2006, 150).

We believe that in reality some strategies are planned and some strategies just emerge from the actions and decisions of organizational members. We suggest that planned strategy and realizing, or emergent, strategy evolve hand-in-hand and affect ...