by Questio:
(a) There is enormous evidence in extant literature that only an average of 50% of strategies across both public and private sectors get implemented successfully. Discuss three (3) factors commonly accounting for failure in strategy implementation.
(b) Successful implementation of organisational strategy requires appropriate allocation of resources. Account for two (2) factors that commonly hinder effective resource allocation during strategy implementation.
Answer:
(a) Three factors commonly accounting for failure in strategy implementation are:
- Lack of leadership commitment: If the leadership team is not fully committed to the strategy, it can be difficult to gain buy-in from other employees and ensure that everyone is aligned with the goals of the strategy. This can lead to a lack of accountability and follow-through, which can result in failed implementation.
- Inadequate communication: Effective communication is crucial during strategy implementation to ensure that everyone is on the same page and understands their role in achieving the goals of the strategy. If communication is unclear or insufficient, it can lead to confusion, misunderstandings, and resistance to change.
- Inadequate resources: If an organization doesn’t have the necessary resources, including financial, technological, and human resources, it can be difficult to implement a strategy successfully. Without adequate resources, it can be challenging to carry out the tasks required to achieve the goals of the strategy.
(b) Two factors that commonly hinder effective resource allocation during strategy implementation are:
- Poor planning: Effective resource allocation requires careful planning and analysis of the resources needed to implement the strategy. If the planning is not done adequately, it can lead to overallocation or underallocation of resources, which can hinder implementation.
- Resistance to change: Implementing a new strategy often requires changes to the way the organization operates, which can be met with resistance from employees who are comfortable with the status quo. If employees are resistant to change, it can be difficult to allocate the necessary resources and make the changes required to implement the strategy successfully.
