Changing conditions within an organisation’s environment necessitate enactment of
the strategy realisation process to produce relevant coping strategic intents to
successfully reconfigure current, or potential, process networks to better exploit
potential opportunities or minimise impacts of a potential threats.
Literature regarding strategy realisation has not produced a coherent approach to
describe and decompose the subprocesses of the strategy realisation, i.e., several
different approaches have been taken to enact some components however there is
no formal decomposition of such process. A revision of the strategy realisation
literature was conducted and a formal decomposition model for the strategy
realisation process was conceived.
Various modelling tools, methods and techniques were surveyed to enable the
underpinning of the proposed strategy realisation conceptualisation. Utilising a
combination of static, causal and simulation modelling methods and tools, a research
methodology was proposed to underpin aspects of the enterprise which would
facilitate the decision making process of the strategy realisation process.
Two case studies were identified in which the proposed methodology could be
implemented. In the first case study, two differing strategic intents were analysed
within the same organisation under opposing economic conditions. The second case
study observed the implementation of a different system configuration to achieve a
strategic intent. The strategy realisation process was studied using the described
conceptualisation and the enterprise was modelled. Key variables, set by senior
management were observed and quantitative analysis was undertaken and reported.
It was concluded that the use of modelling methods providing quantitative and
qualitative analysis facilitated the decision process within an organisation. A new
conceptualisation of the strategy realisation process and the integration of modelling
methods, tools and techniques were devised.