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عمومی::
پیادهسازی استراتژی
As I shall show, strategy's transition into the wider sphere was in large part the achievement of Bruce Henderson's publicity efforts at BCG in the 1960s.12 Next, to escape the treadmill of short analytical projects, consultants had to go beyond the managerial elites of strategy formulation to include the mid-level employees required for longterm strategy implementation.
Strategic management addresses the challenges of strategy implementation, sucking more people into processes of learning and change.
For strategic management, the core is ensuring strategy implementation and change, with more reliance on middle managers.
Kenichi Ohmae, co-founder of the company's strategy practice and head of the Japanese practice, conceptualized the issue with a contrast between two consulting 'models': the McKinsey A model was CEO-focused, concentrated on so-called 'real strategy', and demanded a high ratio of partners to other professional staff; the McKinsey B model was more oriented towards strategy implementation and organizational transformation, with partners leading larger teams of staff over longer periods of time.
For example, in 1974, Shell developed a linear programming global energy model which took 19 hours and 54 minutes of central processing unit time on its first run.88 With these kinds of technical constraints, the iteration of plans was an expensive luxury, relationships between variables were necessarily simple, and there was no scope for the complexities of strategy implementation.
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