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Crossing the chasm: Leadership nudges to help transition from strategy formulation to strategy implementation

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  • Tawse, Alex
  • Patrick, Vanessa M.
  • Vera, Dusya

Abstract

Top managers tend to focus on strategy formulation and planning but fail to embrace the problem-solving complexity of strategy implementation. This can lead to implementation failures that are reflected in misaligned organizations that seem to know where they want to go but cannot seem to get there. We posit that one reason for the ineffective transition from strategy formulation to strategy implementation is that planning is associated with a different set of thought processes and emotional experiences than is required for strategy implementation. We integrate research from management (strategy implementation and change management) with that from psychology (self-regulation and nudges) to identify the transition from strategic planning to implementation as a roadblock that prevents effective strategy implementation. We then present six leadership nudges that aid this transition. The first set of nudges are willpower-enhancing nudges that rely on increasing willpower to help transition from planning to implementation: Remove the distraction to plan, develop implementation intentions, and use verbal framing. The second set are desire-reducing nudges that work to decrease the desirability of planning and in so doing facilitate the transition to implementation: Highlight the end game, leverage a crisis, and celebrate small wins.

Suggested Citation

  • Tawse, Alex & Patrick, Vanessa M. & Vera, Dusya, 2019. "Crossing the chasm: Leadership nudges to help transition from strategy formulation to strategy implementation," Business Horizons, Elsevier, vol. 62(2), pages 249-257.
  • Handle: RePEc:eee:bushor:v:62:y:2019:i:2:p:249-257
    DOI: 10.1016/j.bushor.2018.09.005
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    References listed on IDEAS

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    1. Crittenden, Victoria L. & Crittenden, William F., 2008. "Building a capable organization: The eight levers of strategy implementation," Business Horizons, Elsevier, vol. 51(4), pages 301-309.
    2. Olson, Eric M. & Slater, Stanley F. & Hult, G. Tomas M., 2005. "The importance of structure and process to strategy implementation," Business Horizons, Elsevier, vol. 48(1), pages 47-54.
    3. Broekhuizen, Thijs L.J. & Bakker, Tom & Postma, Theo J.B.M., 2018. "Implementing new business models: What challenges lie ahead?," Business Horizons, Elsevier, vol. 61(4), pages 555-566.
    4. Riccò, Rossella & Guerci, Marco, 2014. "Diversity challenge: An integrated process to bridge the ‘implementation gap’," Business Horizons, Elsevier, vol. 57(2), pages 235-245.
    5. Dobni, Brooke, 2003. "Creating a strategy implementation environment," Business Horizons, Elsevier, vol. 46(2), pages 43-46.
    6. Fujimoto, Takahiro, 1999. "The Evolution of Manufacturing Systems at Toyota," OUP Catalogue, Oxford University Press, number 9780195123203.
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    2. Tawse, Alex & Tabesh, Pooya, 2023. "Thirty years with the balanced scorecard: What we have learned," Business Horizons, Elsevier, vol. 66(1), pages 123-132.
    3. Chofreh, Abdoulmohammad Gholamzadeh & Goni, Feybi Ariani & Klemeš, Jiří Jaromír & Seyed Moosavi, Seyed Mohsen & Davoudi, Mehdi & Zeinalnezhad, Masoomeh, 2021. "Covid-19 shock: Development of strategic management framework for global energy," Renewable and Sustainable Energy Reviews, Elsevier, vol. 139(C).
    4. Valentina & Lara & Ivan, 2021. "The strategy implementation process as perceived by different hierarchical levels: The experience of large Croatian enterprises," Journal of Entrepreneurship, Management and Innovation, Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione", vol. 17(2), pages 99-124.

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