Most authors propose specific activities and systems that they think are necessary to effectively implement a strategy (e.g. Hrebiniak and Joyce, 1984;[4] Reed and Buckley, 1988;[7] Wheelen and Hunger, 1992[1]).
One way the communication can be done, is by cascading down the strategy into the organisation, where the strategic activities and outcomes are broken down into smaller set of change programmes and operational goals specific for each management teams, with the focus to achieve them in the near term - combining critical operational outcomes with the most urgently required change initiatives.
Developing this set of clear objectives, that relates logically to the strategy and how the organisation plans to compete, is an important aspect of an effective implementation process (Owen, 1982).
Part of this strategy translation is to assign responsibilities (Owen, 1982) across the organisations members, not only as to engage them but also to monitor and control that each of the operating objectives is being taken care of.
In addition, goal setting provides a sense of direction and pace setting for the implementation effort (Reid, 1989) The pace of the strategy implementation can affect its success: Monitoring or evaluation should begin early on in order to cut an errant strategy before losses or negative impacts become too costly or damaging.
As mentioned in the Strategy translation, each short-term operating objectives needs to be associated with a measure whether it be an action plan with milestones or a metric (Owen, 1982).
Strategy control, in turn, provides timely and valid feedback about organisational performance so that change and adaptation become a routine part of the implementation effort.
Tools such as balanced scorecard and its derivatives such as the performance measurement, or the ACME (Articulate, Communicate, Monitor and Engage) framework.
These obstacles can be grouped into several categories, including leadership, time available, communication and perceptions, reluctance to change, behavioural diagnosis, peoples' skills, participation, organisational culture and climate, structure, magnitude of the strategic changes, coordination, resources, performance management and external events (Cândido and Santos, 2019).