Select A Publicly Traded Organization You Have Not Used

Select A Publicly Traded Organization That You Have Not Used Previousl

Select a publicly traded organization that you have not used previously in this course. You are strongly encouraged to use the same organization that you are using for your Unit 10 assignment.

Discuss and analyze the execution strategy for the selected Strategic Business Unit (SBU). Identify and explain the elements that influence how the execution strategy is developed and implemented. Consider how factors such as organizational culture, the balanced scorecard approach, and internal operations impact the formulation and success of the execution strategy. Your discussion should be a minimum of 250 words and must include at least one scholarly reference along with citations from the required readings.

Paper For Above instruction

The strategic execution of a Strategic Business Unit (SBU) within a publicly traded organization is crucial for translating strategic plans into tangible outcomes. The effectiveness of this strategy hinges on multiple elements, including organizational culture, performance measurement frameworks such as the balanced scorecard, and internal operational capabilities. Understanding how these factors interplay is vital for ensuring alignment between strategic objectives and operational activities, thus facilitating sustainable competitive advantage.

One seminal element influencing execution strategy is organizational culture. As Schein (2010) articulates, culture shapes the values, beliefs, and behaviors within an organization, directly impacting how strategies are enacted. A culture that emphasizes innovation, agility, and accountability fosters proactive execution, enabling the SBU to respond swiftly to market changes. Conversely, a rigid or risk-averse culture may hinder responsiveness and stifle strategic initiatives. Therefore, aligning the execution strategy with the prevailing culture or actively fostering cultural change is vital for success.

The balanced scorecard is another critical element influencing execution strategy. Developed by Kaplan and Norton (1992), this strategic management framework integrates financial and non-financial performance metrics, providing a comprehensive view of organizational health. By translating strategic objectives into specific, measurable targets across perspectives such as financial, customer, internal processes, and learning and growth, the balanced scorecard facilitates alignment and monitoring. This systemic approach ensures that internal operations support strategic priorities and that performance gaps are identified and addressed promptly.

Internal operations also significantly shape the execution strategy. Effective internal processes, resource allocation, and technology infrastructure underpin successful implementation. As Porter (1985) emphasizes, operational excellence is central to delivering value and achieving strategic differentiation. Streamlined processes and efficient resource utilization ensure that initiatives are executed within timeframes and budgets, while technological capabilities enhance coordination and data-driven decision-making.

Furthermore, the organization's culture influences how internal operations are managed. For instance, a culture of continuous improvement promotes lean methodologies, fostering efficiency and adaptability. Leadership also plays a central role in aligning internal operations with strategic goals, fostering an environment where employees understand and are committed to executing the strategy.

In conclusion, the execution strategy of an SBU within a publicly traded organization is shaped by a confluence of organizational culture, performance measurement frameworks like the balanced scorecard, and internal operational capabilities. Effective alignment among these elements ensures that strategic objectives are realized efficiently and effectively, ultimately driving organizational performance and competitive advantage.

References

Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard—measures that drive performance. Harvard Business Review, 70(1), 71-79.

Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.

Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.

Anthony, R. N., & Govindarajan, V. (2007). Management Control Systems (12th ed.). McGraw-Hill Education.

Meyer, C. B., & Ogbanna, J. (2019). Strategic Management: Concepts and Cases. Pearson.

Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Concepts and Cases (12th ed.). Cengage Learning.

Barneys, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120.

Kaplan, R. S., & Norton, D. P. (2004). Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 82(7), 150–161.