Strategy implementation efficiency on the process level

The purpose of this paper is to verify the extent to which corporate strategy is reflected in lower managerial levels, and problem addressed by the author has been analysed with reference to a functional as well as a process-oriented system.

This paper is empirical in nature, as it refers to results of a survey conducted in 30 Polish enterprises. The author’s attention has been focussed on identification and analysis of the actions comprising implementation of a strategy on different levels of management, with particular consideration of the process level.

Based on the measurements undertaken by the author, it was established which methods were most frequently applied for the sake of strategy implementation, the existing barriers were highlighted and the correctness of the strategy deployment on the strategic, the tactical and the operating level was assessed. It was also assessed to what extent the strategy becomes reflected on the level of key processes.

The results obtained are, in the first instance, legitimate with regard to large and medium-size organisations, and second, to businesses which have matured in the scope of strategic management and process management.

The practical aspects addressed by the author are linked with identification of the most problematic obstacles encountered in strategy implementation as well as the solutions proposed for their elimination.

The paper provides an innovative solution for studying the degree of successful strategy implementation in a functional as well as a process-oriented system. The research results presented in the paper are up-to-date and reflect the latest trends observed in the enterprises examined.