Strategy Implementation
Models or action systems
The elements of implementation are another critical step in concretizing and finally deploying the strategy.
A management model is the way we do things, interact with each other and shape what is then called culture.
It is a basic set of assumptions and insights within which business models can emerge. These assumptions are often “invisible”, i.e. embedded in the culture of the organization and are rarely discussed or written down. It can be reconstructed from lived practices and habits, processes and strategies. It reflects “how things are done here”.
An operations model is a high-level representation of the HOW, i.e. a description of the processes and procedures.
In contrast, a business model focuses on the WHAT. A business model sets out how an organization creates, delivers and captures value in a particular business situation. It typically includes figures for the costs and benefits of a range of activities and an outline of how this will be done. It usually requires an organization that is able to implement the model.
Last but not least, the changes intended by the models must be communicated, discussed and implemented. To this end, ways and tools must be described that are used for communication and ultimately for implementation. They should also describe how this implementation is understood as a conversation and, in particular, how feedback is incorporated.
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