Silent Killers of Strategy Implementation and Learning Harvard Case Solution & Analysis

Managers often puzzled when they can not realize quite reasonable strategies. The reasons for the professor at Harvard Business School and a senior fellow organization McKinsey & Co, six depth barriers to strategy implementation and organizational learning. The first barrier down or interference senior management style. Without transformation, the possibility that the barrier, none of the other barriers can be turned into opportunities too. Five others: strategy is unclear and conflicting priorities; ineffective senior group, the poor vertical communication, poor coordination between functions, businesses or borders, as well as lack of down-the-line leadership skills and development. According to the authors, the first three barriers undermine the quality of the organization with the direction, the lack of vertical relations interact with other barriers to block the quality of training, and the last two barriers lead to poor quality of implementation. Authors own process, organizational profiling Fitness, helped managers to overcome the root causes of their strategy and led to individual and organizational learning. Not all institutions are up to the challenge, however. "Hide
by Michael Beer, Russell A. Eisenstat Source: MIT Sloan Management Review 14 pages. Publication Date: July 1, 2000. Prod. #: SMR047-PDF-ENG

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