Overcoming internal barriers to implement strategy effectively
Dutka, Arturs (2013)
Kemi-Tornion ammattikorkeakoulu Lapin ammattikorkeakoulu
2013
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2013053012018
https://urn.fi/URN:NBN:fi:amk-2013053012018
Tiivistelmä
Degree programme: International Business Administration
Writer(s): Arturs Dutka
Thesis title: Overcoming internal barriers to implement strategy effectively
Pages (of which appendices): 102 (46)
Date: May 27, 2013
Thesis instructor(s): Esa Jauhola
A changing environment is a fact today and organisations shall cope with changes, no matter if the organisation is a business unit, educational or social unit. To be successful in changing business environment it is mandatory for the organisations to make changes in their own strategies and to revise it accordingly. Revised strategy itself will not make changes, but people working in the organisation will make changes through the decisions, actions and reactions. The objective of this thesis is to develop sample of the balanced scorecard through analysing effectiveness of the current strategy implementation in case the Ramk’s heat pump test centre. This Thesis has three research questions and they are as follows:
1. What tools and methods are used when implementing strategy in the organisation?
2. How effective is strategy implemented currently in the case organisation?
3. How can the heat pump test centre development strategy implementation be managed in an effective way?
The barriers and success factors of the effective strategy implementation in the organisation proposed by various known researchers such as Kaplan and Norton, Raps, Neely, Porter and Jones, just to mention few, formed theoretical framework for this Thesis work. The theoretical framework was obtained by analysing relevant books, articles and previous studies on the subject. The balanced scorecard was introduced to raise effectiveness of the strategy implementation in the organisation at the end.
A qualitative research method was applied in this Thesis. Data was gathered through semi-structured open-ended interviews with organisation management and experts. In addition, my own observations from meetings and development work over the last two years were used. Analysis was done through finding a pattern match of the theoretical background and practice in th e case organisation.
To conclude, I first recognise that execution of strategy in the case organisation could be effective based on the positive previous experience in the organisation. For instance, for the past two years development of the heat pump test centre in the case organisation is not effective, I found that placing balanced scorecard in the centre of the strategy implementation would provide clear plan of actions to every member of the team which will raise effectiveness in achieving goals set. Balanced scorecard supports clear decision making through communication, monitoring and control possibilities, and it explains actions to be implemented to each team member. Furthermore, balanced scorecard is proven to be effective in the organisations with complex process of the strategy implementation such as Ramk’s case.
Keywords: strategy execution, barriers and critical success factors, balanced scorecard
Writer(s): Arturs Dutka
Thesis title: Overcoming internal barriers to implement strategy effectively
Pages (of which appendices): 102 (46)
Date: May 27, 2013
Thesis instructor(s): Esa Jauhola
A changing environment is a fact today and organisations shall cope with changes, no matter if the organisation is a business unit, educational or social unit. To be successful in changing business environment it is mandatory for the organisations to make changes in their own strategies and to revise it accordingly. Revised strategy itself will not make changes, but people working in the organisation will make changes through the decisions, actions and reactions. The objective of this thesis is to develop sample of the balanced scorecard through analysing effectiveness of the current strategy implementation in case the Ramk’s heat pump test centre. This Thesis has three research questions and they are as follows:
1. What tools and methods are used when implementing strategy in the organisation?
2. How effective is strategy implemented currently in the case organisation?
3. How can the heat pump test centre development strategy implementation be managed in an effective way?
The barriers and success factors of the effective strategy implementation in the organisation proposed by various known researchers such as Kaplan and Norton, Raps, Neely, Porter and Jones, just to mention few, formed theoretical framework for this Thesis work. The theoretical framework was obtained by analysing relevant books, articles and previous studies on the subject. The balanced scorecard was introduced to raise effectiveness of the strategy implementation in the organisation at the end.
A qualitative research method was applied in this Thesis. Data was gathered through semi-structured open-ended interviews with organisation management and experts. In addition, my own observations from meetings and development work over the last two years were used. Analysis was done through finding a pattern match of the theoretical background and practice in th e case organisation.
To conclude, I first recognise that execution of strategy in the case organisation could be effective based on the positive previous experience in the organisation. For instance, for the past two years development of the heat pump test centre in the case organisation is not effective, I found that placing balanced scorecard in the centre of the strategy implementation would provide clear plan of actions to every member of the team which will raise effectiveness in achieving goals set. Balanced scorecard supports clear decision making through communication, monitoring and control possibilities, and it explains actions to be implemented to each team member. Furthermore, balanced scorecard is proven to be effective in the organisations with complex process of the strategy implementation such as Ramk’s case.
Keywords: strategy execution, barriers and critical success factors, balanced scorecard