Management's handling of the strategy implementation/execution process can be considered successful (A) When the internal organization develops 2 or more core competencies in performing value chain activities (B) If and when the company meets or beats its performance targets and shows good progress in achieving its strategic vision for the company (C) If the company's culture is strong and strategy-supportive (D) If management is able to marshal adequate resources to put the strategy in place within 6-12 months (E) If managers and employees express strong support for the company's strategy and long-term direction

Question

Mathew Klein

Business

15 February, 19:01

Management's handling of the strategy implementation/execution process can be considered successful (A) When the internal organization develops 2 or more core competencies in performing value chain activities (B) If and when the company meets or beats its performance targets and shows good progress in achieving its strategic vision for the company (C) If the company's culture is strong and strategy-supportive (D) If management is able to marshal adequate resources to put the strategy in place within 6-12 months (E) If managers and employees express strong support for the company's strategy and long-term direction

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Answers (1)

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Kamron · Answer 1

The correct answer is B. if and when the company meets or beats its performance targets and shows good progress in achieving its strategic vision for the company.

Explanation:

Successful execution of strategies requires that an organization first set goals in functional areas. In large companies, the goals are often set at three levels: business or corporate, division and functional, these must be achieved in the short term if the objectives are to be achieved in the long term.

The goals are fundamental for the allocation of resources, they constitute the primary mechanism for the evaluation of managers, they constitute an important instrument to control the progress towards the achievement of the objectives, and they set organizational, divisional and departmental priorities.