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Building a capable organization: The eight levers of strategy implementation

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  • Crittenden, Victoria L.
  • Crittenden, William F.

Abstract

The habitual mode of poor strategy implementation shaping the next round of strategy formulation weakens the subsequent planning cycle. Unfortunately, decades of company interactions consisting of research, teaching, and consulting suggest that strategy implementation has become a catchall of phrases and recommendations, with little clarity as to what comprises this necessary cornerstone of a capable organization. Strategists tend to use powerful terminology when referring to implementation efforts. Descriptors such as killers, confrontation, and engagement are linked with actions like conquering, blocking, tackling, and honing when discussing strategy implementation. Our contention is that implementation is a critical cornerstone or ally in the building of a capable organization, and the use of the appropriate levers of implementation is the pivotal hinge in the development of the organization. Ultimately, strategy implementation helps create the future, not inhibit it.

Suggested Citation

  • Crittenden, Victoria L. & Crittenden, William F., 2008. "Building a capable organization: The eight levers of strategy implementation," Business Horizons, Elsevier, vol. 51(4), pages 301-309.
  • Handle: RePEc:eee:bushor:v:51:y:2008:i:4:p:301-309
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    References listed on IDEAS

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    1. Porter, Thomas W. & Harper, Stephen C., 2003. "Tactical implementation: the devil is in the details," Business Horizons, Elsevier, vol. 46(1), pages 53-60.
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    Cited by:

    1. Tabesh, Pooya & Mousavidin, Elham & Hasani, Sona, 2019. "Implementing big data strategies: A managerial perspective," Business Horizons, Elsevier, vol. 62(3), pages 347-358.
    2. Chung, Henry F.L. & Rose, Ellen & Huang, Pei-how, 2012. "Linking international adaptation strategy, immigrant effect, and performance: The case of home–host and cross-market scenario," International Business Review, Elsevier, vol. 21(1), pages 40-58.
    3. Tawse, Alex & Tabesh, Pooya, 2023. "Thirty years with the balanced scorecard: What we have learned," Business Horizons, Elsevier, vol. 66(1), pages 123-132.
    4. Tawse, Alex & Tabesh, Pooya, 2021. "Strategy implementation: A review and an introductory framework," European Management Journal, Elsevier, vol. 39(1), pages 22-33.
    5. Crittenden, Victoria L. & Crittenden, William F. & Pinney, Christopher C. & Pitt, Leyland F., 2011. "Implementing global corporate citizenship: An integrated business framework," Business Horizons, Elsevier, vol. 54(5), pages 447-455, September.
    6. Strandvik, Tore & Holmlund, Maria & Lähteenmäki, Ilkka, 2018. "“One of these days, things are going to change!” How do you make sense of market disruption?," Business Horizons, Elsevier, vol. 61(3), pages 477-486.
    7. Tawse, Alex & Patrick, Vanessa M. & Vera, Dusya, 2019. "Crossing the chasm: Leadership nudges to help transition from strategy formulation to strategy implementation," Business Horizons, Elsevier, vol. 62(2), pages 249-257.

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