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Chapter11EmployingStrategyImplementationLeversOBJECTIVESFORMULATIONANDIMPLEMENTATIONTHREEQUESTIONSKNOWING–DOINGGAPCAUSESOFTHEKNOWING–DOINGGAP:INTERNAL&EXTERNALRESISTANCEHOWWOULDYOUDOTHAT?–SAPAMERICACEOCHALLENGE–IMPLEMENTKEYFACETSOFSTRATEGICIMPLEMENTATIONORGANIZATIONALSTRUCTUREALIGNEDTOSTRATEGYHOWSTRUCTUREINFLUENCESSTRATEGY–AIRLIQUIDESIXFORMSOFORGANIZATIONALSTRUCTUREFUNCTIONALSTRUCTUREMULTIDIVISIONALSTRUCTUREMATRIXSTRUCTURENETWORKSTRUCTUREPARTNERSHIPSANDFRANCHISESBALANCEDSCORECARDISAMEASUREMENTSYSTEMTOMANAGESTRATEGYIMPLEMENTATIONSTRATEGYMAPSHELPLINKALLPERFORMANCEMETRICSTOSTRATEGYHOWWOULDIDOTHAT?–BALANCEDSCORECARDATUSNAVALUNDERSEAWARFARECENTERPEOPLEANDREWARDSPEOPLEANDREWARDSSTRATEGICLEADERSHIPISRESPONSIBLEFOR2KEYOBJECTIVESMostairlinesmimiceachotherwhileSouthwestandJetBluefollowdecidedlydifferentstrategiesSTRATEGICLEADERSHIP–COMMUNICATINGWITHKEYSTAKEHOLDERSTHREEC’SOFSTRATEGYCOMMUNICATIONSTRUCTURALOPTIONSFIRMRESPONSESTODYNAMICCONTEXTSTHEAMBIDEXTROUSORGANIZATIONPATCHINGSUMMARYINSERTTITLETEXT
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