Thesis (MBA)--Stellenbosch University, 2007. / Without effective execution no business strategy can succeed. Executives are far better at developing strategy than at executing it. A survey (Fortune magazine, 1999) was conducted to detennine the reasons as to why chief executive officers (CEOs) fail. In the majority of the cases (estimated at 70%), the fault of failed CEOs was bad execution. In another study of Times 1000 companies, 80% of directors felt said they had the right strategies, but only 14% thought they were implementing them well. Effective strategy realisation and execution are key to achieving business success. It is a challenging process, but worthy of management's altention across all levels of the organisation. Notwithstanding the experience of many organisations, it is possible to tum strategies and plans into actions in order to achieve successful implementation. Most companies know their businesses and what is required for success. As indicated in the above statistics, few successfully translate that knowledge into action plans that will enable the strategy to be successfully implemented and sustained. In the past, management literature focused primarily on strategy fonnulation. The execution of strategy is not nearly as clear as the fonnulation of strategy. Much more is known about strategy making, than making strategy work. A literature study was done in order to gain insight into what is required to make strategy work. Answers to questions such as the following are addressed in this thesis: What can be done dtfferently to ensure the success of strategy implementation? What are the leadership and change management principles that can be applied to ensure the success of the process? How can strategy be translated into actions which can be successfully implemented? Models were compiled for leadership, change management and successful strategy implementation. The synergies between these models were analysed. The models were combined to form a generic Strategy Implementation Framework, which can be used as a guide and reference to contribute towards successful strategy execution. "A vision and a strategy aren't enough. The long term key to success is execution," Richard M. Kovacevich, CEO of Wells Fargo

This study focused on identification of success factors of strategy implementation in retail branches of a bank. The objective of this study was to identify and investigate the possible factors which influence successful implementation of strategic plans in a retail banking environment. In doing so, establish various factors that inhibit successful strategy implementation and explore approaches or best practices that could be adopted to facilitate effective implementation of strategic decisions. The data was collected through questionnaires distributed to the branch managers of the institution. 153 respondents out of a population of 615 participated in the study. The results showed that understanding one’s local market, knowing your customer, communication, leadership, culture-strategy alignment, resources-strategy alignment, rewards and tactical plan are the top success factors of strategy implementation within branches of this bank. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013

Submitted by admin tede (tede@pucgoias.edu.br) on 2017-09-01T13:14:02Z No. of bitstreams: 1 RANNIERE MARQUELLI ALVES BATISTA.pdf: 1422512 bytes, checksum: 27809cfd1cb2ede95b27c60572af2faf (MD5) / Made available in DSpace on 2017-09-01T13:14:02Z (GMT). No. of bitstreams: 1 RANNIERE MARQUELLI ALVES BATISTA.pdf: 1422512 bytes, checksum: 27809cfd1cb2ede95b27c60572af2faf (MD5) Previous issue date: 2017-06-22 / The level of infrastructure stock of the country and regions is needed to sustain and leverage economic growth. The quantity and quality of infrastructure reduces production costs, improves logistics, improves national and international trade and increases the level of competitiveness of companies. There is a correlation between economic growth and the level of investment in infrastructure, becoming an economic development strategy. The strategy of investing in infrastructure in the country and regions when well applied can leverage productivity and can bring economic development. The feeling of this work is to study this strategy proving this relationship of economic growth with investment in infrastructure. / O nível de estoque de infraestrutura do país e regiões é necessário para sustentar e alavancar o crescimento econômico. A quantidade e qualidade de infraestrutura reduz custos de produção, aperfeiçoa a logística, melhora o comercio nacional e internacional e aumenta o nível de competitividade das empresas. A correlação existente entre crescimento econômico e o nível de investimento qualitativo em infraestrutura, resultam em uma estratégia de desenvolvimento econômico. A estratégia em investir em infraestrutura no país e regiões quando bem aplicadas podem alavancar a produtividade e pode trazer o desenvolvimento econômico. O sentindo desse trabalho é estudar essa estratégia comprovando essa relação de crescimento econômico com investimento em infraestrutura.

Growing competitiveness in energy sector, uncertainty about economic growth and increasing regulation all lead to diminishing growing potential for a energy company. It is a challenge for business management and business planning to search, create and explore company's potential. Therefore planning process in the studied energy company E.ON is analysed as a management tool for implementation of company strategy. The strategy itself is analysed in order to evaluate mid-term planning in E.ON. The subplans, financial indicators and key performance indicators are evaluated. New system of key performance indicators is designed.

This study focused on identification of success factors of strategy implementation in retail branches of a bank. The objective of this study was to identify and investigate the possible factors which influence successful implementation of strategic plans in a retail banking environment. In doing so, establish various factors that inhibit successful strategy implementation and explore approaches or best practices that could be adopted to facilitate effective implementation of strategic decisions. The data was collected through questionnaires distributed to the branch managers of the institution. 153 respondents out of a population of 615 participated in the study. The results showed that understanding one’s local market, knowing your customer, communication, leadership, culture-strategy alignment, resources-strategy alignment, rewards and tactical plan are the top success factors of strategy implementation within branches of this bank. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013

Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, March 2010. / Thesis Advisor(s): Morag, Nadav ; Supinski, Stanley. "March 2010." Description based on title screen as viewed on April 28, 2010. Author(s) subject terms: Fire Service, Fire Service Provider (FSP), Fire Department of New York (FDNY), St. Paul Fire Department, Homeland Security, London Fire Brigade (LFB), Holistic, Discipline, Strategy, Doctrine, Collaboration, Planning, Partnering, Megacommunity. Includes bibliographical references (p. 71-74). Also available in print.

Since the early 2000s, Social Media has become part of the everyday activity of billions of people. Museums and galleries are part of this major cultural change - the largest museums attract millions of Social Media 'friends' and 'followers', and museums now use Social Media channels for marketing and audience engagement activities. Social Media has also become a more heavily-used source of data with which to investigate human behaviour. Therefore, this research investigated the potential uses of Social Media information to aid activities such as exhibition planning and development, or fundraising, in museums. Potential opportunities provided by the new Social Media platforms include the ability to capture data at high volume and then analyse them computationally. For instance, the links between entities on a Social Media platform can be analysed. Who follows who? Who created the content related to a specific event, and when? How did communication flow between people and organisations? The computerised analysis techniques used to answer such questions can generate statistics for measuring concepts such as the 'reach' of a message across a network (often equated simply with the potential size of the a message's audience) or the degree of 'engagement' with content (often a simple count of the number of responses, or the number of instances of communication between correspondents). Other computational analysis opportunities related to Social Media rely upon various Natural Language Processing (NLP) techniques; for example indexing content and counting term frequency, or using lexicons or online knowledge bases to relate content to concepts. Museums, galleries and other cultural organisations have known for some time, however, that simple quantifications of their audiences (the number of tickets sold for an exhibition, for example), while certainly providing indications of an event's success, do not tell the whole story. While it is important to know that thousands of people have visited an exhibition, it is also part of a museum's remit to inspire the audience, too. A budding world-class artist or ground-breaking engineer could have been one of the thousands in attendance, and the exhibition in question could have been key to the development of their artistic or technical ideas. It is potentially helpful to museums and galleries to know when they have inspired members of their audience, and to be able to tell convincing stories about instances of inspiration, if their full value to society is to be judged. This research, undertaken in participation with two museums, investigated the feasibility of using new data sources from Social Media to capture potential expressions of inspiration made by visitors. With a background in IT systems development, the researcher developed three prototype systems during three cycles of Action Research, and used them to collect and analyse data from the Twitter Social Media platform. This work had two outcomes: firstly, prototyping enabled investigation of the technical constraints of extracting data from a Social Media platform (Twitter), and the computing processes used to analyse that data. Secondly, and more importantly, the prototypes were used to assess potential changes to the work of museum staff information about events visited and experienced by visitors was synthesised, then investigated, discussed and evaluated with the collaborative partners, in order to assess the meaning and value of such information for them. Could the museums use the information in their event and exhibition planning? How might it fit in with event evaluation? Was it clear to the museum what the information meant? What were the risks of misinterpretation? The research made several contributions. Firstly, the research developed a definition of inspiration that resonated with museum staff. While this definition was similar to the definition of 'engagement' from the marketing literature, one difference was an emphasis upon creativity. The second set of contributions related to a deeper understanding of Social Media from museums' perspective, and included findings about how Social Media information could be used to segment current and potential audiences by 'special interest', and find potential expressions of creativity and innovation in the audience's responses to museum activities. These findings also considered some of the pitfalls of working with data from Social Media, in particular the tendency of museum staff to use the information to confirm positive biases, and the often hidden biases caused by the mediating effects of the platforms from which the data came. The final major contribution was a holistic analysis of the ways in which Social Media information could be integrated into the work of a museum, by helping to plan and evaluate audience development and engagement. This aspect of the research also highlighted some of the dangers of an over-dependency upon individual Social Media platforms which was previously absent from the museums literature.

The aim of the thesis is information strategy development for a particular nonprofit foun- dation in the Czech Republic that would mark the strategy as a valuable contribution to its organizational planning. Then these thesis point theoretical findings, which has not been clear in the beginning and which are probably generalizable. The development method was designed specifically for OSF in Prague and is based on MMDIS, COBIT a Gartner IT strategy framework. These approaches are discussed in the theoretical part, then, in the analytical part, are inputs to the information strategy that are followed by the information strategy itself. The conclusion deals with the foundation feedback and names potentially generalizable findings. Despite them, the thesis contribution is in description of a real in- formation strategy development process in the Czech foundation environment with includ- ed feedback. It can inspire other works focused practically in the field of nonprofit and information technology or it can be a contribution to the theoretically focused works to discuss their findings.

The thesis deals with the problem of creating a business aim and planning of future business activities. The aim of the thesis is to create a good helping string for creating a well designed business programme from the theoretical point of view. The programme will be based on a personal concept as well as practice, take-over of Sportclub RAFK in Rajhrad.

由於國內經濟成長快速，國民生活水準提升，故許多的「大型行銷據點」的角色也愈來愈重要，例如：大型購物中心、大型物流中心、大型旅館及大型展覽館... 等等。而本研究之動機與目的，便在於探求在一般業界規劃此類大型案件時，是否可以仿效新產品開發般，有一個邏輯化架構流程來遵循依據。本研究整體內容以理論和實務並重，重點在理論架構的建立和實務運作程序之探討。 第一章前言，說明研究動機、目的和範圍。 第二章文獻回顧，探討所涵蓋過去相關理論，包含策略規劃、新產品開發與商圈理論等三項，以作為架構建立之參考準則。 第三章架構建立為本研究之重心所在，以企業層面、事業層面、企業與事業層面和作業層面等四階段，來說明「大型據點」設立之行銷策略規劃流程。 第四章個案分析乃舉一實際公司之實務運作，以驗證說明理論架構之可行性。 第五章結論則對本研究內容作一總結，說明本研究之發現、貢獻、限制與後續研究方向。