個案資料

Executing Strategy introduces the principles of effective strategy implementation. The Reading emphasizes the interdependence of strategy formulation and execution in achieving and sustaining superior competitive performance. It discusses why organizations must sometimes shift their strategies and identifies reasons that strategies often fail. It argues that organizational ambidexterity and dynamic capabilities are required to execute strategies successfully. The main reading then develops an approach that emphasizes the congruence framework and its building blocks. It concludes by highlighting the need for ambidextrous leaders. Executing Strategy also contains three supplemental readings. The first examines ambidexterity and congruence at IBM under Louis Gerstner. The second considers the Balanced Scorecard as an alternative framework for strategy execution. The third discusses the role culture in strategy execution at NUMMI, the joint venture between General Motors and Toyota.

• Strategy formulation
• Organizational culture
• Resistance to change
• Leading change
• Strategy execution
• Enterprise agility
• Strategic alignment
• Change management
• Balanced scorecard
• Leadership