Discussion Post
Chapter 10: Building an Organization Capable of Good Strategy ExecutionPeople, Capabilities, and Structure
• What managers must do to execute strategy successfully.
• Why hiring, training, and retaining the right people constitute a key component of the strategy execution process.
• That good strategy execution requires continuously building and upgrading the organization's resources and capabilities.
• What issues to consider in establishing a strategy-supportive organizational structure and organizing the work effort.
• The pros and cons of centralized and decentralized decision making in implementing the chosen strategy.
Chapter 11: Managing Internal OperationsActions That Promote Good Strategy Execution
• Why resource allocation should always be based on strategic priorities.
• How well-designed policies and procedures can facilitate good strategy execution.
• How best practices and process management tools drive continuous improvement in the performance of value chain activities and promote superior strategy execution.
• The role of information and operating systems in enabling company personnel to carry out their strategic roles proficiently.
• How and why the use of well-designed incentives and rewards can be management's single most powerful tool for promoting adept strategy execution.
Task
Make an argument as to why the Balanced Scorecard should be included in a Strategy Execution Process. How would omitting it affect the implementation process?
The response should include a reference list. One-inch margins, Using Times New Roman 12 pnt font, double-space and APA style of writing and citations.