No matter how creative the formulated strategy, the organization will not benefit if it is incorrectly implemented.

The purpose of implementation is ensuring that the planned results of the strategic decisions are realized.

Implementation involves several tasks - doing what must be done to make the strategy successful.

The first concern in the implementation of a grand strategy is to operationalize that strategy throughout the organization.

Another concern about strategy implementation refers to the idea that a key aspect of implementing strategy is the need to institutionalize that strategy.

In a single word, strategy implementation means "exchange".

The implementation of organization strategy involves the application of the management process to obtain the desired results.

Strategy implementation is "the process of allocating resources to support the chosen strategies".

Strategy implementation process includes the various management activities that are necessary to put strategy in motion, institute strategic controls that monitor progress, and ultimately achieve organizational goals.

According to Steiner, "the implementation process does not cover the entire managerial activities including such matters as motivation, compensation, management appraisal, and control processes".

As Higgins has pointed out, "almost all the management functions -planning, controlling, organizing, motivating, leading, directing, integrating, communicating, and innovation -are in some degree applied in the implementation process".

Pierce and Robinson say that "to effectively direct and control the use of the firm's resources, mechanisms such as organizational structure, information systems, leadership styles, assignment of key managers, budgeting, rewards, and control systems are non-essential strategy implementation ingredients".

Henry Mintzberg suggests that the traditional way of thinking about strategy implementation focuses only on deliberate strategies.

All organizations make use of both deliberate and emergent strategies. Whether deliberate or emergent, however, a strategy has little effect on an organization's performance until it is implemented.

The coherent set of actions selected as a course of action.

The division of tasks as shown on the organization chart

The processes and flows that show how an organization gets things done.

How management behaves.

Values shared by all in the organization