Grey areas in ivory‐tower strategies: Plugging gap between “intended” and “enacted”

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Top managers need to be much more involved in executing new strategies. By predicting where lower level managers are likely to lose focus, top managers can intervene to ensure that the strategy is followed through.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2011), "Grey areas in ivory‐tower strategies: Plugging gap between “intended” and “enacted”", Strategic Direction, Vol. 27 No. 4, pp. 29-31. https://doi.org/10.1108/02580541111115483