answer this 2 questions with the guide below:

1. If the strategy/ies is/are well implemented, what should be the effect of these in that certain equity? 2. In strategy implementation, in what extent does a strategy must be made a specified tactic/s?

Strategy implementation and execution is an action-oriented, "make-it-happen" process involving people management, developing competencies and capabilities, budgeting, policymaking, motivating, culture-building, and leadership. Guided by the tasks made in previous stages of the strategic management development process, the task of implementing and executing the strategy itself is a challenging yet exciting phase. Strategy implementation and execution is essentially putting the strategy into action. It is an action-oriented task and operations-driven activity revolving around managing people and business processes. It is an action-oriented task at all levels of the organization from the top to the bottom. More specifically, however, the implementation of the strategy is typically conducted by middle and lower level managers with guidance and review by the top management. Sometimes referred to as operational planning, strategy implementation often involves day-to- day decisions on resource allocation. * Determinants to Successful Implementation of Strategy Success in implementing and executing the strategies depends on several factors. Considerations for the following factors will be of great help towards successful implementing and execution of the strategies: a) Good leadership. Having a good, credible and skillful leader in implementing and executing a variety of strategies will encourage other members of the organization to do actions on the strategies. b) Motivating. Because strategy execution requires more than just doing what is deemed crucial and extraordinary, it requires a lot of motivational tasks on the part of the management and managers or leaders to motivate and drive people to deliver the expectations of the strategy. c) Working with others. Implementing and executing the strategy deals with working with as many people as possible if only to achieve the expectations from thestrategies and working with many parties internal and external to the organization is by itself a difficult yet challenging task. d) Creating fits between requirements for good strategy execution and how organization conducts its business. Implementing and executing the strategy involves orchestrating a match or fit between good implementing at ground level and the culture as well as image of the business organization within its industry and sometimes compromising some aspects of what is considered legal and ethical. Allocating Resources Establishing Strategy- Building Capable Supportive Policies Organization Strategy Instituting Best Practices for Exercising Strategic Implementer's Continuous Improvement Leadership Action Agenda Shaping Corporate Installing Support Culture to Fit Strategy Systems Tying Rewards Achievements of Key Strategic Targets The Eight Components of Implementing and Executing StrategyImplementing and Executing Strategy ----- A Tough Management Job Thompson and Strickland (1999) cited that what makes it hard and difficult to implement and execute the strategy are the following factors: a) It demands a variety of managerial activities that have to be performed; b) There are numerous ways to tackle each activity; c) It requires good people management skills; d) It requires launching and managing a variety of initiatives simultaneously; e) There are a number of bedeviling issues to be worked out; f) It involves battling resistance to change; and g) It is hard to integrate efforts of many different work groups into a smoothly- functioning whole. Ways to Lead the Implementation and Execution Process Every manager has his own style and strategy in getting things done in the course of strategy implementation. However, the following guides can be of great help carrying out the strategies: a) Take active, visible role or low-key, behind-the-scenes role; b) Make decisions authoritatively or based on consensus; c) Delegate much or little; d) Be personally involved in details or coach others to carry day-to-day burden; and e) Proceed swiftly to achieve results or move deliberately, content with gradual progress.4t- Rola of Policies In Aid of Strategy Execution Policies and procedures are necessary as enabling documents for the management and other parties concerned to do their tasks. In parlicula r, policies and procedures aid strategy implementation or execution by way of the following: a] Provide top-down guidance regarding expected behaviors; b] Help align internal factors with strategy, channeling efforts along the intended Path; c} Enforce consistency in performance of activities in geographically scattered units; and d] Serve as powerful lever for changing corporate culture to produce stronger t with a new strategy. New policies and procedures aid implementation of the strategy as they can channel behaviors and decisions to promote strategy execution andior counteract tendencies of people to resist chosen strategy. Too much policy and procedures on the other hand may be perceived as too bureaucratic and may have negative effects down the line or can be as stifling as having a wrong policy or as chaotic as no policy. Often, the best policy is empowering employees and letting them operate between the white lines anyway they think best. 1. If the strategy/ies is/are well implemented, what should be the effect of these in that certain equity? 2. In strategy implementation, in what extent does a strategy must be made a specified tactic/'s