whether the company is challenging its current performance targets and whether value chain activities are fully integrated within the strategic response criteria

whether managers are personally leading the change process and whether they are meeting deadlines set for budgetary requirements

whether the company is meeting or beating its performance targets and whether they are performing value chain activities in a manner that is conducive to company wide operating excellence

whether managers are fully behind the changes and whether the company's value chain managers are executing them diligently

Staffing the organization—putting together a strong management team, and recruiting and retaining talented employees

Putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and aligning the corporate culture with key policies, procedures, and operating practices

Acquiring, developing, and strengthening the resources and capabilities required for good strategy execution

Structuring the organization and work effort—organizing value chain activities and business processes, establishing lines of authority and reporting relationships

Price, as it is always cheaper to buy a whole company and pull out the capabilities individually

Empowerment, since you can capture the essence of the capability and refocus the firm

Speed, since developing new capabilities internally can take many years of effort

Assets, as it the basis of the sale

All of these

Improve employee quality; Reduce costs; Ability to react quickly

Improves chances & distinctive competence; Streamlining of internal operations; Partnerships

Higher employee morale; Partnerships; Increased revenue

Improves chances & distinctive competence; Improved customer satisfaction; Higher employee morale

a central executive handles all major decisions & oversees all operations

organized along functional lines, where a function represents a major component

a combination structure in which the organization is organized two or more dimensions at once

a decentralized structure operating divisions organized

Tying rewards directly to the achievement of performance objectives.

All employees are active participants in the strategy execution process

All managers have strategy-executing responsibility in their areas of authority

Know how to motivate and lead the company down the path for first-rate strategy execution 

All of these

poor execution of the strategy

inadequate support for the management team responsible for the planning process

shortfalls exposed with the strategic management design process

secondary operating practices that hinder the required changes

all of these

when strategies are easy for rivals to copy

because such capabilities are socially complex and develop with experience over long periods of time and thus are hard to mimic

because there is no substitute for superior strategy execution

when the only way to achieve success is to ensure the firm out-executes its competitors

all of these

Lower costs, less internal bureaucracy, speedier decision making, more flexibility, and heightened strategic focus.

Quick creation of distinctive competencies, enhanced product quality, and better customer service.

Lower cost adoption of best practices.

Facilitating the capture of cross-functional strategic fits and resource fits.