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What is operations strategy implementation?

Operations strategy implementation is the way that strategies are operationalised or
executed. It involves the processes that attempt to ensure that strategies are achieved.
It is important, because no matter how sophisticated the intellectual and analytical
underpinnings of a strategy, it remains only a document until it has been implemented.
Although operational line managers are important in operations strategy implemen-
tation, it is those managers occupying ‘staff’ positions who usually have a strategic
monitoring, planning and shaping role. The role needs close liaison with marketing
planners, product and service development and finance. They also need some organi-
sational ‘space’. There are four types of ‘staff’ central operations roles called governors,
curators, trainers and facilitators.
A key aspect of overcoming resistance to the changes implied by any implemen-
tation is to include the people to whom the change would happen in the process,
and allow them to influence what changes would take place. Doing so improves the
likelihood of them ‘buying in’ to the change. Also, involving users in the design
allows those managing the implementation to access their detailed knowledge and
experience. This is especially important because external contractors and consult-
ants may develop some elements of strategy, at least partially. Although there is no
simple formula to ensure commitment to an implementation, there are some basic
human resource practices than can facilitate successful involvement. For people to
be involved effectively in an implementation they must have the confidence that
involvement will be a positive experience, have the education that will allow them to
contribute intelligently and be allowed the opportunity to participate in the imple-
mentation process.

Further reading

Alkhafaji, A.F. (2003) Strategic Management: Formulation, Implementation, and Control in a
Dynamic Environment. Philadelphia: Haworth Press Inc.
Beckman, S.L. and Rosenfield, D.B. (2007) Operations Strategy: Competing in the 21st Century
(Operations Series). New York: McGraw-Hill.
Bettley, A., Mayle, D. and Tantoush, T. (eds) (2005) Operations Management: A Strategic
Approach. London: Sage Publications.
Carlopio, J. (2003) Changing Gears: The Strategic Implementation of Technology. Basingstoke,
UK: Palgrave Macmillan.
Fitzsimmons, J.A. and Fitzsimmons, M.J. (2010) Service Management: Operations, Strategy,
Information Technology. New York: McGraw-Hill Higher Education.
Hill, A. and Hill, T. (2009) Manufacturing Operations Strategy: Texts and Cases. Basingstoke,
UK: Palgrave Macmillan.
Jessen, M., Holm, P.J. and Junghagen, S. (2007) Strategy Execution: Passion & Profit. Copenha-
gen: Copenhagen Business School Press.
Kaplan, R.S. and Norton, D.P. (2004) Strategy Maps: Converting Intangible Assets into Tangible
Outcomes. Boston, MA: Harvard Business School Publishing.
Kaplan, R.S. and Norton, D.P. (2008) Execution Premium. Linking Strategy to Operations for
Competitive Advantage. Boston, MA: Harvard Business School Press.
King, R. and Glowinkowski, S. (2015) Strategy, People, Implementation – Taking Strategy to Action
Through Effective Change Leadership. St Albans, UK: Panoma Press.
Lillis, B. and Lane, R. (2007) ‘Auditing the strategic role of operations’, International Journal
of Management Reviews, 9 (3), pp. 191–210.

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