• Suggest an implementation plan for a given strategic initiative
• Evaluate strengths and weaknesses of pursuing a specific implementation initiative
• Identify major components of strategy implementation, including leadership, communication, cultur
• Suggest measurements for strategy implementation
• Account for international aspects in strategy implementation

Sound strategic plans often underperform in practice because of the lack of consideration put into the implementation process. The course systematically reviews challenges arising in the process of executing strategy and approaches to resolving these challenges. Topics discussed in this course include formulation of goals and metrics, aligning strategy with organizational structure and culture, the role of leadership in implementation and international aspects of strategy execution. The course is taught in a combination of case discussions, lectures and group work. 

This course begins in week 3/2021.

Written exam hand-in i week 14/2021.

Bower, J. L. and Gilbert, C. G. (2007). “How managers’ everyday decisions create or destroy your company’s strategy.” Harvard Business Review, 85(2), 72—79. 

Crittenden, V. L. and Crittenden, W. F. (2008). “Building a capable organization: the eight levers of strategy implementation.” Business Horizons, 51(4), 301—309. 

Gans, J., Scott, E.L., & Stern, S. (2018). “Strategy for Startups.” Harvard Business Review, 96(3), 44-51. 

Ghemawat, P. (2001). “Distance still matters: the hard reality of global expansion.” Harvard Business Review, 79(8), 137—147. 

Immelt, J. R., Govindarajan, V., & Trimble, C. (2009). “How GE is disrupting itself.” Harvard Business Review, 87(10), 56–65. 

Kaplan , R. S. and Norton, D. P. (1996). “Using the balanced scorecard as a strategic management system.” Harvard Business Review, 74(1), 75—85. 

Neilson, G. L., Martin, K. L. and Powers, E. (2008). “The secrets to successful strategy execution.” Harvard Business Review, 86(6), 60—70. 

Nohria, N., Joyce, W. and Roberson, B. (2003). “What really works.” Harvard Business Review, 81(7), 42—52. 

Raisch, S. and Birkinshaw, J. (2008). “Organizational ambidexterity: antecedents, outcomes, and moderators.” Journal of Management, 34(3), 375—409. 

Schein, E. H. (1990). “Organizational culture.” American Psychologist, 45(2), 109—119. 

Sull, D., Homkes, R. and Sull, C. (2015). “Why strategy execution unravels — and what to do about it.” Harvard Business Review, 93(3), 57—66.