4. Electronic Theses and Dissertations (ETDs) - Faculties submissions

Permanent URI for this communityhttps://hdl.handle.net/10539/37773

For queries relating to content and technical issues, please contact IR specialists via this email address : openscholarship.library@wits.ac.za, Tel: 011 717 4652 or 011 717 1954

Browse

Subject: search.filters.subject.Strategy Implementation

Search Results

Now showing 1 - 4 of 4
  • Thumbnail Image
    Item
    Development of an enterprise engineering strategy execution framework
    (University of the Witwatersrand, Johannesburg, 2024) Mudavanhu, Thabani B.; Emwanu, Bruno
    Even with a myriad of implementation models from consulting firms and academia – the success rate of Strategy Execution (SE) remains low. Extant literature in strategy execution exposes inadequacies of theoretical foundations for the assertions outlined in current SE models. In addition to this, where there is some explanation, the theory is inconsistent, and discipline biased which limits development of general application theory. Further to this ‘enterprises’ as the housing (the system of interest) from which a strategy is launched rarely receive the level of attention and rigor that technical systems do. Against this background, this study sought to understand how the success rate of SE can be improved through the application of Enterprise Engineering (EE) principles and practices. The premise being that the challenges in implementing strategies in any organisation are too an extent related to the design of the enterprise. Consequently, the common challenges attributed to the failure in SE can be linked to the enterprise design and as such organisations can, to an extent be designed to influence SE. Considering the complexity / greyness of the study area and limited literature in the relatively new discipline of EE, specifically enterprise ontology theory (the theoretical lens of this study), a structured literature review was used as the basis for a Delphi study. A two (2) round Delphi study was conducted with experts in the field to determine and validate the critical dimensions in Strategy Execution. Thirty-one (31) and twenty (25) experts participated in Delphi Round 1 and 2 respectively. The experts came from four regions of the world and were largely academics, board members and executive leaders and practitioners many of them tasked with either overseeing or leading strategy execution. The study revealed that there is a significant relationship between the design of an enterprise at the deepest level (the ontological layer) and the seven (7) aggregated themes that were synthesised in this study and are linked to constraining successful SE – (a) the strategy itself, (b) leadership, (c) people (the team); (d) effective communication; (e) organisational capabilities (f) organisational enablers and (g) organisational culture. The study proposed a generic enterprise engineering-based strategy execution (EEbSE) framework anchored in the deepest layer of an organisation, the ontological layer - the level where companies transact (cooperate and enter into agreements). Consequently, the study confirmed the proposition that ‘organisations can, to some degree, be designed or re-engineered for strategy execution’. This study demonstrates how EE can be useful in aiding Successful SE. An example of a key take-away include the need to check for execution readiness at the ontological layer and v eliminating any construction flaws (errors) that will later reflect as ‘common’ challenges. For example, lack of commitment [people issues] and lack of an implementation [culture issues] are flaws associated with SE that can be traced and re-engineered at the ontological level. This study adds to on-going work to confront the SE challenge and demonstrates the relevancy and pervasiveness of the application of EE.
  • Thumbnail Image
    Item
    Enablers and barriers to effective strategy implementation in a South African financial institution
    (University of the Witwatersrand, Johannesburg, 2023) Zikalala, Zanele
    Strategy implementation forms part of the broader concept and critical aspect of strategic management which is practiced across many organisations in South Africa. However, it has been found through the abundance of literature that most organisations put more emphasis, focus on strategy formulation, and neglect strategy implementation. The number of existing strategy formulation frameworks supports this view, while scholars have not reached a consensus on the most effective frameworks for strategy implementation. Based on the high failure rate on strategy implementation, ranging between 60% and 90%, this exploratory study will seek to understand factors impacting effective strategy implementation in a South African context for a financial institution. Qualitative research was undertaken to further explore this study, wherein data was collected through an electronic survey from employees within the financial institution who specifically work in the Strategy Enablement Office. The data analysis yielded findings that identified five key factors impacting strategy implementation: leadership and culture, strategy implementation, employee understanding, regular feedback, and organisational performance. Out of these factors, the findings indicated that regular feedback and employee understanding were considered significantly important to strategy implementation. Leadership and culture and organisational performance had a positive impact but were not significant, according to the data collected for a specific financial institution. The study confirmed the importance of strategy implementation and the key factors that lie under it; however, the study also revealed that the organisation will need to put more effort into senior leadership involvement and provide regular feedback to employees during strategy implementation. Therefore, some recommendations put forward are to ensure senior leadership’s greater involvement during strategy implementation and to be provided with training interventions in this regard to mitigate the risk of nonchalant behaviour by senior management during the implementation phase. The study contributes to helping teams working in strategy enablement across the organisation, to gain insights on which factors to focus on and which ones are potential blind spots during strategy implementation to improve organisational performance.
  • Thumbnail Image
    Item
    The Strategy Implementation Challenges at a South African Air Navigation Services Provider
    (University of the Witwatersrand, Johannesburg, 2024) Nkabinde, Sibusiso Welcome; Matshabaphala, Manamela
    This research delves into the intricate dynamics of strategy implementation challenges faced by the South African Air Navigation Services Provider (ANSP) within the broader context of the aviation industry. Employing a systematic analysis, the study identifies key challenges, encompassing organizational culture, change management, human capital management (HCM), stakeholder engagement, and architectural issues. The findings highlight the intricate interplay between organizational architecture and culture, organizational effectiveness, human capital harmony, and cultural challenges within the ANSP. The study proposes targeted recommendations to address these challenges, emphasizing an integrated approach intertwining organizational architecture and culture. Recommendations span dimensions such as alignment with global and departmental strategies, refinement of organizational architecture, and mitigation of political interference. The research delves into challenges related to organizational effectiveness, advocating for improvements in stakeholder engagement, strategic management processes, and a cultural shift to overcome bureaucratic challenges. Emphasizing the importance of HCM, the study recommends measures for stability in management, talent development, and knowledge management. Addressing employee development and cultural fit in recruitment, the study advocates for the establishment of plans and deliberate initiatives aligning talent practices with organizational culture. In conclusion, this study offers a comprehensive examination of strategy implementation challenges at the South African ANSP, providing nuanced recommendations with broader applicability beyond organizational boundaries. The insights derived aim to contribute to the enhancement of strategy implementation processes, benefiting not only the South African ANSP but also regional and global stakeholders in the aviation industry.
  • Thumbnail Image
    Item
    Leadership and strategy implementation at a commercial bank in Tshwane
    (University of the Witwatersrand, Johannesburg, 2022) Letsoara, Lehlohonolo; Matshapabala, M.DJ
    When companies are formed, they have visions and missions, which require the right leadership to achieve them. Leaders are those people in the driving seat of the missions toward the vision through the implementation of the organisational strategy. It can thus be said that strategy implementation success is a function of the leadership, how well people are motivated to deliver the objectives and the creation of a favorable environment to implement the strategy. This research was undertaken to assess the leadership and strategy implementation at a commercial bank in Tshwane. The research was conducted through the qualitative method, using virt u a l interviews that made use of thematic analysis. The results have revealed that there are numerous challenges in the implementation of strategic implementation. As the motivation of the employee in achieving their task, leadership was rooted in the nature of communications among employees at different levels. It was found the company, in order to achieve its strategy, should empower its people with skills development, and ensure that the level of commitment and accountability from all the human resources is acceptable. Covid-19 pandemic was found to be a serious disruption and has weakened the leadership; however, resilience, commitments and accountability were retained as the leadership enhancers in the organisation