Tools and Actions for Increasing the Effectiveness of the Strategy Implementation

The aim of this paper is to examine the interrelationships between the tools and actions used by companies to implement the development concept. The analysis of the literature indicates that there are certain deficiencies in this area. Many studies emphasize the barriers that hinder the strategy implementation, while relatively little attention is paid to methods for supporting this process. Based on the research results, the existence of relations between the following factors was demonstrated: the use of implementation programmes and the regularity of measurements of the implementation works, the use of BSC and the inclusion of a wide group of employees in the strategy development stage, the use of strategy maps and a reduction in the employee resistance to the changes, the introduction of a system for monitoring the business environment and an increase in the regularity in measuring the progress of the implementation, the appointment of interdepartmental teams responsible for the strategy implementation and the use of informal communication. However there was no evidence that the use of the strategic controlling has any impact on the improvement in the effectiveness of the strategy implementation by linking the remuneration level with the degree of implementation of strategic objectives.