Strategy implementation efforts rarely go as planned

Strategy implementation efforts rarely go as planned because translating intended strategy into actionable steps is one of the most difficult tasks confronting managers in complex organizations. Solving this intricacy should start with decomposing strategic goals into a set of subgoals and initiatives (programs and projects), thus making a goal and action chain, followed by a metric system development, and end with undertaking and monitoring execution of specific actions in order to make precisely defined outcomes. These outcomes should provide added value to the organizational capabilities, and thus increase the competitive advantage of an organization.