Dynamic strategy implementation

Abstract

Organizations consider strategies as vital in order to achieve their mission. For most organizations, strategies need to be adjusted as the world around them changes, but it often happens with some slowness, hesitation or even reluctance. This means that strategy processes often drag out in time and companies miss new opportunities. An important question is how to use dynamic strategy processes in order to seize new opportunities quickly? However, the organizations will benefit less from the new strategies if they are not implemented swiftly. This will often lead to some kind of change. Another question then comes up related to what is a good change process to be used in order to quickly implement the new strategy(ies)? This thesis looks at theories from both strategy management and change management for answers to these questions. The theoretical study is complemented with a field study of companies and how they have dealt with strategy and change management. The thesis goes beyond looking for separate answers as it tries to combine theories from both strategy management, change management, and results from the field study and unite them into a new model.