It would seem that professional managers focus on 'doing' and academics focus on 'knowing'. Somehow, the two audiences are able to communicate and collaborate to improve the 'doing' and the 'knowing'.
By creating a definition and taxonomy for the activities in strategy execution, it makes it possible to identify what is broken or, if everything is working :-), what needs to be tweaked to go to the next level.
One of the first things that need to be clarified is the difference between 'strategy' and 'strategy execution'. Setting overall strategy (low-cost, differentiation, market focus) is the first step. The strategic objectives are specific statements of intent, aligned to the overall strategy.
'Strategy execution' is needed to convert these intentions into reality. In the course of execution or implementation, there is a feedback loop, where lessons learnt are then applied to improving strategy. This feedback loop is in place for all organizations that look to learn from their successes and failures.
Strategy definition and execution are 'always on' and consist of a set of clearly identifiable activities. These activities are performed every day, by all organizations. If these activities are performed without understanding what they are and how they are interconnected, the opportunities to systematically eliminate roadblocks in converting strategy to reality are harder to discover.
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