Session: 2018-19

Course: MBA 4th Semester

Subject: Strategic Management

An assignment on topic “Strategy implementation, Project

implementation, Procedural implementation, Structural
implementation”

Submitted To: Submitted By:

Prof. Teju Kujur Joji Jose
(Assistant Professor) Khushboo Parwani
Sejal Singh
Shefali Dewani
Shiv Kumar Dewangan

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 INDEX

S.NO. PARTICULARS PAGE

NO.

1. Meaning of strategy implementation and 3-4

process

2. Prerequisites of strategy implementation 4-5

3. Factors that support strategy 5-7

implementation

4. Avoiding the implementation pitfalls 7-9

5. Strategy implementation Vs strategy 9-10

formulation

6. Project Implementation and its steps 11-13

7. 5 steps for successful project 14-15

implementation

8. Procedural implementation 15-18

9. Structural implementation 19-20

10. Structure of strategies 21-28

11. conclusion
22

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 STRATEGY IMPLEMENTATION

Strategy implementation is the translation of chosen strategy into

organizational action so as to achieve strategic goals and objectives.
Strategy implementation is also defined as the manner in which an
organization should develop, utilize, and amalgamate organizational
structure, control systems, and culture to follow strategies that lead
to competitive advantage and a better performance.

Strategic implementation is a process that puts plans and strategies

into action to reach desired goals. The strategic plan itself is a
written document that details the steps and processes needed to
reach plan goals, and includes feedback and progress reports to
ensure that the plan is on track.

What Strategic Implementation Addresses?

Strategic implementation is critical to a company’s success,
addressing the who, where, when, and how of reaching the desired
goals and objectives. It focuses on the entire organization.
Implementation occurs after environmental scans, SWOT analyses,
and identifying strategic issues and goals. Implementation involves
assigning individuals to tasks and timelines that will help an
organization reach its goals.

PROCESS OF STRATEGY IMPLEMENTATION

1. Building an organization, that possesses the capability to put the

strategies into action successfully.

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2. Supplying resources, in sufficient quantity, to strategy-essential
activities.
3. Developing policies which encourage strategy.
4. Such policies and programs are employed which helps in
continuous improvement.
5. Combining the reward structure, for achieving the results.
6. Using strategic leadership.

The process of strategy implementation has an important role to

play in the company’s success. The process takes places after
environmental scanning, SWOT analyses and ascertaining the
strategic issues.

PREREQUISITES OF STRATEGY IMPLEMENTATION

 Institutionalization of Strategy: First of all the strategy is to be

institutionalized, in the sense that the one who framed it should
promote or defend it in front of the members, because it may be
undermined.
 Developing proper organizational climate: Organizational
climate implies the components of the internal environment, that
includes the cooperation, development of personnel, the degree of
commitment and determination, efficiency, etc., which converts
the purpose into results.
 Formulation of operating plans: Operating plans refers to the
action plans, decisions and the programs, that take place
regularly, in different parts of the company. If they are framed to
indicate the proposed strategic results, they assist in attaining
the objectives of the organization by concentrating on the factors
which are significant.
 Developing proper organisational structure: Organization
structure implies the way in which different parts of the

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 organisation are linked together. It highlights the relationships
between various designations, positions and roles. To implement
a strategy, the structure is to be designed as per the
requirements of the strategy.
 Periodic Review of Strategy: Review of the strategy is to be
taken at regular intervals so as to identify whether the strategy so
implemented is relevant to the purpose of the organisation. As the
organization operates in a dynamic environment, which may
change anytime, so it is essential to take a review, to know if it
can fulfil the needs of the organization.

Even the best-formulated strategies fail if they are not implemented

in an appropriate manner.

FACTORS THAT SUPPORT STRATEGY IMPLEMENTATION

Effective execution of strategies is supported by five key

components or factors. All five must be present in order for the
organization to be able to carry out the strategies as planned.

 People: There are two questions that must be answered: “Do you
have enough people to implement the strategies?”and “Do you
have the right people in the organization to implement the
strategies?”

The number of people in your workforce is an issue that is easier

to address, because you can hire additional manpower. The tougher
part of this is seeing to it that you have the right people, looking
into whether they have the skills, knowledge, and competencies
required in carrying out the tasks that will implement the strategy.

If it appears that the current employees lack the required skills and
competencies, they should be made to undergo the necessary

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trainings, seminars and workshops so that they will be better
equipped and ready when it’s time to put the strategic plan into
action.

In addition, the commitment of the people is also something that

must be secured by management. Since they are the implementers,
they have to be fully involved and committed in the achievement of
the organization’s objectives.

 Resources: One of the basic activities in strategy implementation

is the allocation of resources. These refer to both financial and
non-financial resources that (a) are available to the organization
and (b) are lacking but required for strategy implementation.

Of course, the first thing that comes to mind is the amount of

funding that will support implementation, covering the costs and
expenses that must be incurred in the execution of the
strategies. Another important resource is time. Is there more than
enough time to see the strategy throughout its implementation?

 Structure: The organizational structure must be clear-cut, with

the lines of authority and responsibility defined and underlined
in the hierarchy or “chain of command”. Each member of the
organization must know who he is accountable to, and who he is
responsible for.

Management should also define the lines of communication

throughout the organization. Employees, even those on the lowest
tier of the organizational hierarchy, must be able to communicate
with their supervisors and top management, and vice
versa. Ensuring an open and clear communication network will
facilitate the implementation process.

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 Systems: What systems, tools, and capabilities are in place to
facilitate the implementation of the strategies? What are the
specific functions of these systems? How will these systems aid
in the succeeding steps of the strategic management process,
after implementation?

 Culture: This is the organizational culture, or the overall

atmosphere within the company, particularly with respect to its
members. The organization should make its employees feel
important and comfortable in their respective roles by ensuring
that they are involved in the strategic management process, and
that they have a very important role. A culture of being
responsible and accountable for one’s actions, with
corresponding incentives and sanctions for good and poor
performance, will also create an atmosphere where everyone will
feel more motivated to contribute to the implementation of
strategies.

AVOIDING THE IMPLEMENTATION PITFALLS

Because you want your plan to succeed, heed the advice here and
stay away from the pitfalls of implementing your strategic plan.
Here are the most common reasons strategic plans fail:

 Lack of ownership: The most common reason a plan fails is

lack of ownership. If people don’t have a stake and
responsibility in the plan, it’ll be business as usual for all but
a frustrated few.

 Lack of communication: The plan doesn’t get communicated

to employees, and they don’t understand how they contribute.

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 Getting mired in the day-to-day: Owners and managers,
consumed by daily operating problems, lose sight of long-term
goals.

 Out of the ordinary: The plan is treated as something

separate and removed from the management process.

 An overwhelming plan: The goals and actions generated in

the strategic planning session are too numerous because the
team failed to make tough choices to eliminate non-critical
actions. Employees don’t know where to begin.

 A meaningless plan: The vision, mission, and value

statements are viewed as fluff and not supported by actions or
don’t have employee buy-in.

 Annual strategy: Strategy is only discussed at yearly

weekend retreats.

 Not considering implementation: Implementation isn’t

discussed in the strategic planning process. The planning
document is seen as an end in itself.

 No progress report: There’s no method to track progress, and

the plan only measures what’s easy, not what’s important. No
one feels any forward momentum.

 No accountability: Accountability and high visibility help

drive change. This means that each measure, objective, data
source, and initiative must have an owner.

 Lack of empowerment: Although accountability may provide

strong motivation for improving performance, employees must
also have the authority, responsibility, and tools necessary to

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 impact relevant measures. Otherwise, they may resist
involvement and ownership.

It’s easier to avoid pitfalls when they’re clearly identified. Now that
you know what they are, you’re more likely to jump right over them!

STRATEGY FORMULATION VS STRATEGY IMPLEMENTATION

Following are the main differences between Strategy Formulation

and Strategy Implementation-

Strategy Formulation Strategy Implementation

Strategy Formulation includes Strategy Implementation involves

planning and decision-making all those means related to
involved in developing executing the strategic plans.
organization’s strategic goals and
plans.

In short, Strategy Formulation In short, Strategy Implementation

is placing the Forces before the is managing forces during the
action. action.

Strategy Formulation is Strategic Implementation is

an Entrepreneurial Activity based mainly an Administrative
on strategic decision-making. Taskbased on strategic and
operational decisions.

Strategy Formulation emphasizes Strategy Implementation

on effectiveness. emphasizes on efficiency.

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Strategy Formulation is a rational Strategy Implementation is
process. basically an operational process.

Strategy Formulation requires co- Strategy Implementation requires

ordination among few individuals. co-ordination among many
individuals.

Strategy Formulation requires a Strategy Implementation requires

great deal of initiative and logical specific motivational and
skills. leadership traits.

Strategic Formulation precedes Strategy Implementation follows

Strategy Implementation. Strategy Formulation.

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 PROJECT IMPLEMENTATION

To implement a project means to carry out activities proposed in the

application form with the aim to achieve project objectives and
deliver results and outputs. Its success depends on many internal
and external factors. Some of the most important ones are a very
well organised project team and effective monitoring of project
progress and related expenditures.

Overall management has to be taken over by the lead partner and

project manager, who is often employed or engaged by the lead
partner. The project management has to have an efficient
management system and always has to be flexible to current needs
and changed situations, as the project is rarely implemented exactly
according to the initial plan. Nevertheless, the partnership should
aim to deliver quality results and outputs. Quality means meeting
expectations described in the application and those agreed within
the partnership.

STEPS OF PROJECT IMPLEMENTATION

Often a smoothly run project gets a black eye because of problems

during implementation. Those problems often crop up because we
don’t anticipate and plan for the complexity of deploying the
solution.

1. Prepare the infrastructure. Many solutions are implemented

into a production environment that is separate and distinct from
where the solution was developed and tested. It is important that
the characteristics of the production environment be accounted
for. This strategy includes a review of hardware, software,
communications, etc. In our example above, the potential
desktop capacity problem would have been revealed if we had

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 done an evaluation of the production (or real-world) environment.
When you are ready for implementation, the production
infrastructure needs to be in place.

2. Coordinate with the organizations involved in

implementation. This may be as simple as communicating to
your client community. However, few solutions today can be
implemented without involving a number of organizations. For IT
solutions, there are usually one or more operations and
infrastructure groups that need to be communicated to ahead of
time. Many of these groups might actually have a role in getting
the solution successfully deployed. Part of the implementation
work is to coordinate the work of any other groups that have a
role to play. In some cases, developers simply failed to plan
ahead and make sure the infrastructure groups were prepared to
support the implementation. As a result, the infrastructure
groups were forced to drop everything to make the
implementation a success.

3. Implement training. Many solutions require users to attend

training or more informal coaching sessions. This type of training
could be completed in advance, but the further out the training
is held, the less information will be retained when
implementation rolls around. Training that takes place close to
the time of implementation should be made part of the actual
implementation plan.

4. Install the production solution. This is the piece everyone

remembers. Your solution needs to be moved from development
to test. If the solution is brand new, this might be finished in a
leisurely and thoughtful manner over a period of time. If this
project involves a major change to a current solution, you may
have a lot less flexibility in terms of when the new solution moves

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 to production, since the solution might need to be brought down
for a period of time. You have to make sure all of your production
components are implemented successfully, including new
hardware, databases, and program code.

5. Convert the data. Data conversion, changing data from one

format to another, needs to take place once the infrastructure
and the solution are implemented.

6. Perform final verification in production. You should have

prepared to test the production solution to ensure everything is
working as you expect. This may involve a combination of
development and client personnel. The first check is just to make
sure everything is up and appears okay. The second check is to
actually push data around in the solution, to make sure that the
solution is operating as it should. Depending on the type of
solution being implemented, this verification step could be
extensive.

7. Implement new processes and procedures. Many IT solutions

require changes to be made to business processes as well. These
changes should be implemented at the same time that the actual
solution is deployed.

8. Monitor the solution. Usually the project team will spend some
period of time monitoring the implemented solution. If there are
problems that come up immediately after implementation, the
project team should address and fix them.

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5 BEST PRACTICES FOR SUCCESSFUL PROJECT
IMPLEMENTATION

There are so many reasons why a project might fail – setting up

unrealistic expectations, poor methodology and requirements,
inadequate resources, poor project management, untrained team
members and so on. However, these things can be avoided by
adopting effective practices and project management techniques
which will help to establish a clear understanding of expectations
and processes among all the people on board.

1. Start with a clear project scope: Some people (myself

included) can get pretty excited when working on a new project
and can get carried away with the ideas flow. Although we as a
company believe in adapting plans as we go, starting a project
without a clear vision can lead to unexpected difficulties. You
and your team should invest your time in gathering
information, assigning tasks to specific people and having a
good overview of your resources. The end result should be a
well-rounded project plan with a clear scope, steps,
implementation process and a well-defined target.

2. Put everything on a timeline: So now that you have a clear

idea of what you want to achieve and what you need to do to
get there, all you need to do is place all the tasks on a timeline
and make sure that each person is on board with the plan. A
visual timeline will give you a bird’s eye view of your entire
project and resources. On top of that, having a visual
understanding of all the steps and tasks needed to be
completed can help you figure out if you have set overly
optimistic deployment dates.

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3. Prepare to keep planning: You have to set some
expectations on how the team should manage unexpected
issues, scope change, risks, quality, communication and so
on.

4. Implement while keeping an eye on the metrics: Once

the project has been planned accordingly to its scope and
goals, the implementation phase can begin. In theory, since
you have already agreed on your project scope and you have a
basic backup plan if something doesn’t work, the only thing
remaining is to implement your plan and processes efficiently.

5. Keeping an eye on the quality: Quality means making sure

that you build what you said you would and that you do it as
efficiently as you can. And that means trying not to make too
many mistakes and always keeping your project on track to
deliver the expected results.

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 PROCEDURAL IMPLEMENTATION

In order to implement the strategies, the management must have

good knowledge of the procedural framework within which the
plans, projects and programmes have to be approved by the
government authorities. The government authorities besides the
policy guidelines issued by the government authorities from time to
time. Some of the important procedural requirement can be
elaborated as follows:-
1. Formation of a company – The formation of a company is
government by the provision of Indian companies act,1956 as
amended from time to time. All activities for formation should
be carried out such as Registration, obtaining certificates,
documentation must be forwarded to registrar of companies,
etc.
2. Licensing Procedure- Certain industries require licensing
procedures. As per the industrial policy,1991, six industries
requires licensing manufacturing products such as alcohol,
cigarettes, chemical fertilizers, industrial explosives, defense
and drugs & Pharmaceuticals. Therefore company requiring
the license must apply for the same.
3. FEMA Requirement – if required, organization must fulfil the
necessary requirements of the Foreign Exchange Management
Act, 2000. Those organizations willing to deal in Foreign
Exchange Management Act,2000. Those organizations willing
to deal in foreign exchange transactions must ensure that they
collect required information in context to provisions of FEMA.
4. Import and Export Requirements- Similarly, organization
willing to deal in import & Export need to follow certain
procedural requirements, such as they have to register with
Directorate General of Foreign Trade (DGFT) and obtain
Importers Exporters Code (IEC)

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5. Competition Act, 2002- The government has introduced this
act that aims at promoting competition by restricting anti
competitive practices. Large businesses must have a good
understanding of the competitive act.
6. Foreign Collaboration Procedures- For proposals to set up
projects with foreign collaborations require prior government
approval. The government authorities such as Reserve Bank of
India (RBI). Foreign Investment Promotion Board (FIPB) and
Project Approval Board are major regulatory bodies for foreign
collaborations including joint ventures abroad.
7. SEBI Requirement- Securities and Exchange Board of India
(SEBI) became active since 1992 with the passing of SEBI
Act.1992. the act empowered SEBI Act,1992. The act
empowered SEBI with necessary powers to regulate the
activities connected with marketing of securities &
investments of stock exchanges, merchant banking, portfolio
management , stock brokers and others connected with
securities.
8. Consumer Protection Act,1986- Business firms must have
good knowledge of consumer protection act, 1986. This act
was passed to provide better protection of the interests of
consumers. The act seeks to promote & protect rights of
consumers such as :-
 The right to be protected against the marketing of
goods that are hazardous to life & property.
 The right to be informed about the quality, quantity,
potency, purity standards and price of goods to
protect the consumer against unfair trade practices.
 The right to be heard & be assured that consumers
interests will receive due consideration.
 The right to seek redressal against unfair trade
practices or exploitation of consumers, etc…

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 9. Pollution control requirement- The govt. Of India has passed
several laws relating to the protection of environment. The
business organizations should have a good knowledge of such
laws. To name few of them are as follows:
 The water (prevention & control of pollution)
 The Air (Prevention & control of pollution ), Act, 1981.
 The Environment Protection Act, 1986, etc..

10. Labour Legislation Requirements – The govt. Of India has

passed several laws to protect the interest of the workers. Business
organizations should have a good knowledge of such laws, which
includes:
 The factories Act, 1948
 The Workmen Compensation Act,1923
 The Bonus Act,1965
 The minimum Wage Act,1948
 The Industrial Disputes Act, 1947 etc

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 STRUCTURAL IMPLIMENTATION
Structural implementation of strategy involves designing of
organisation structure and interlinking various units and subunits
of the organisation created as a result of the organisation structure.
Organisation structure is the pattern in which the various parts of
the organisation are interrelated or interconnected. Thus, it involves
such issues as to how the work of the organisation will be divided
and assigned among various positions, groups, departments,
divisions, etc. and the coordination, necessary to accomplish
organisational objectives: will be achieved. Thus, there are two
aspects of organisational design: differentiation and integration.
Differentiation refers to ‘the differences in cognitive and emotional
orientations among managers in different functional departments’
and integration refers to ‘the quality of the state of collaboration
that are required to achieve unity of efforts in the organisation: 1
Therefore, the organisation must emphasize on both the aspects: it
must design organisation structure and provide systems for
interaction and coordination among organization’s parts and
members.

The life cycle of organisations could be divided into four states that
are not distinct and may overlap.
Stage I :
Organizations are small-scale enterprises usually managed by a
single person who is the entrepreneur-owner-manager. These
organisations are characterised by the simplicity of objectives,
operations, and management. The form of the organisation is also
simple an could be termed as entrepreneurial. The strategies
adopted are generally of the expansion type.
Stage II:
Organizations are bigger than Stage I organisations in terms of size
and have a wider scope of operations. They are characterised by
functional specialisation or process orientation. The organisational
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form is simple functional (typically divided into the finance,
marketing, operations, and personnel departments) or process-
oriented (divided into process-based departments arranged in a
particular sequence according to the technology employed). The
strategies adopted may range from stability to expansion.
Stage III :
Organization are large and widely scattered organisations generally
having units or plants at different places. Each division is semi-
autonomous and linked to the headquarters but functionally
independent. The divisions may have a simple functional form
depending on their particular needs. The strategies adopted may be
either stability or expansion.
Stage IV:
Organizations are the most complex. They are generally large
multiplant, multiproduct organisations that result from the
adoption of related and unrelated diversification strategies. The
organisational form is divisional. The corporate headquarters
assume the responsibility of providing strategic direction and policy
guidelines through the formulation of corporate-level strategies. The
divisions (which may be companies, profit centres or SBUs)
formulate their business-level strategies and may adopt Stage I, II
or III types of structures. The stage of development theories present
a convenient way to understand the way the structure may evolve
as the organisation moves from one stage to the next. But, in
practice, many variations may occur. It is not necessary that all
organisations should pass through every stage of development. Nor
does every organisation exhibit the characteristics of exclusively one
stage.

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 STRUCTURES FOR STRATEGIES:

Implementation is necessary to spell out more precisely how the

strategic choice will come to be. Structural and administrative
mechanisms which are compatible and workable need to be
established to reinforce the strategic direction chosen and provide
guides for action. A good strategy without effective implementation
is not likely to succeed. Closing the gap between ideal and expected
outcomes requires more than making a strategic choice.

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[1] Strategy.
A coherent set of action aimed at gaining a sustainable advantage
over competition, improving position vis-a-vis customers, or
allocating resources.

[ 2 ] Structure.
The organization chart and accompanying baggage that show who
reports to whom and how task are both divided up and integrated.

[ 3 ] Systems.
The process and flows that show how an organization gets things
done from day to day (information system, capital dudgeting
systems, manufacturing process, quality control systems, and
performance measurement systems all would be good examples.

[ 4 ] Style.
Tangible evidence of what management considers important by the
way it collectively spends time and attention and uses symbolic
behavior. It is not what management says in important; it is the
way management behaves.

[5 ] Staff.
The people in an organization. Here it is very useful to think not
about individual personalities but about corporate demographics.

[ 6 ] Shared values
The values that go beyond, but might well include, simple, goal
statements in determining corporate destiny. To fit the concept,
these values must be shared by most people in an organization.

[ 7 ] Skills.

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A derivate of the rest. skills are those capabilities that are
possessed by an organization as a whole as opposed to the people in
it.

An organization is necessary if strategic purpose is to be

accomplished. Thus, organizational structure is a major priority in
implementing a carefully formulated strategy. If activities,
responsibilities, and interrelationships are not organized in a
manner that is consistent with the

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strategy chosen, the structure is left to evolve on its own. If
structure and strategy are not coordinated, the result will probably
be inefficiencies, misdirection, and fragmented efforts.
The need for structure becomes apparent as a business evolves. In
a small firms where one person manages current operations and
plans for the future, organizational structure is relatively simple.
Owner-managers have no organizational problem until their hurried
trips to the plant, late-night sessions assimilating financial
information for their CPA, sand pressed calls on potential
customers are inadequate to meet the demands of a business
increasing volume. As the magnitude of business activity increases,
the need to subdivide activities, assign responsibilities, and provide
for the integration and coordination of the new organizational parts
becomes imperative. Thus, how to structure the organization to
effectively execute the business strategy has become a major
concern.
What are the structural choices? Five basic types are currently used
by most business

1. Simple.
2. Functional.
3. Divisional.
4. Strategic business unit.
5. Matrix.

[ 1 ]Simple and Functional Organisation Structures

Diversity and size create unique structural needs for each firm, but
these five structural choices involve basic underlying features
common to most business organizations.

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Structure is not an end in itself but rather a means to an end. It is
a tool for managing the size and diversity of a business to enhance
the success of its strategy. This section identifies structural options
and examines the role of structure in strategy implementation.

[ 2 ] A divisional structure
It allows corporate management to delegate authority for the
strategic management of a distinct business entity. This can
expedite critical decision making within each division in response to
varied competitive environments, and it forces corporate
management to concentrate on corporate level strategic decisions.
The semiautonomous divisions are usually given profit
responsibility. The divisional structure thus seeks to facilitate
accurate assessment of profit and loss.

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[ 3 ] Strategic Business Units:
Some firms encounter difficulty in controlling their divisional
operations as the diversity, size, and number of these units
continues to increase. And corporate management may encounter
difficulty in evaluating and controlling its numerous, often multi-
industry divisions. Under these conditions, it may become
necessary to add another layer of management to improve strategy
implementation, promote synergy, and gain greater control over the
diverse business interests. This can be accomplished by grouping
various divisions (or parts of some divisions) in terms of common
strategic elements. These groups, (sector) SBUs. For example, three
separate divisions making food preparation appliances were merged
into a single SBU serving the housewares market.1 General Foods,
after originally defining SBUs along product lines (which serve
overlapping markets), restructured along menu lines.
In large companies, increased diversity leads to numerous product
and project efforts,

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all with major strategic significance. The results is a need for an
organizational form that provides and controls skills and resources
where and when they are most useful. The matrix organization,
pioneered by firms like defense contractors, construction companies
has increasingly been used to meet this need. The list of companies
now using some form of matrix organization includes Citicorp,
Digital Equipment, General Electric, Shell Oil, Dow Chemical

[ 4 ] The matrix organization:

The matrix organization provides for dual channels of authority,
performance responsibility,
evaluation and control. Essentially, subordinates are assigned to
both a basic functional area and a project or product manager. The
matrix from is included to combine the advantages of functional
specilization and product/project specialization. In theory, the
matrix is a conflict resolution system through which strategic and
operating priorities are negotiated, power is shared, and resources

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are allocated internally on a strongest case for what is best overall
for the unit. basis.

The matrix structure increases the number of middle managers

exercising general management responsibilities and broadens their
exposure to organization wide strategic concerns. Thus, it can
accommodate a varied and changing project, product/market, or
technology focus and can increase the efficient use of functional
specialists who otherwise might be idle.
Alfred Chandler provided a landmark study in understanding the
choice of structure as a function of strategy. Chandler studied 70
large corporations over an extended time period and found a
common strategy-structure sequence:
1. Choice of a new strategy.
2. Emergence of administrative problems; decline in performance.
3. A shift to an organizational structure more in line with the
strategy needs.
4. Improved profitability and strategy execution.

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 CONCLUSION
Strategy implementation is the translation of chosen strategy into
organizational action so as to achieve strategic goals and objectives.
Strategy implementation is also defined as the manner in which an
organization should develop, utilize, and amalgamate organizational
structure, control systems, and culture to follow strategies that lead
to competitive advantage and a better performance.

To implement a project means to carry out activities proposed in the

application form with the aim to achieve project objectives and
deliver results and outputs. Its success depends on many internal
and external factors. Some of the most important ones are a very
well organised project team and effective monitoring of project
progress and related expenditures.

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 REFERENCE
1. www.wisegeek.com/what-is-a-divisional-organizational-structure.htm
2. https://www.accountingtools.com/articles/2017/5/13/divisional...
3. Strategic management book by A. NAG

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