A proposed framework for strategy implementation in the Indian context

Abstract

PurposeThe purpose of this paper is to review the extant literature on strategy implementation with a view to highlight the pitfalls and use these to build a new framework that could be more relevant to the conditions existing in the Indian context.Design/methodology/approachThis paper provides a review of strategy implementation frameworks available both in strategy literature and in strategy texts to identify the main pitfalls in effective strategy implementation and then proceeds to propose a framework that could be more suitable to the Indian context. This proposed framework is then applied and described in the context of a case study of the Reliance group of companies of India.FindingsThe proposed strategy implementation framework covers many of the aspects hitherto neglected in the frameworks suggested by researchers and authors more attuned to the Western context. Two of the major issues in strategy implementation not covered in the existing framework are of procedural and project implementation that may be considered as relevant in the Indian context.Research limitations/implicationsThe proposed framework is demonstrated in the case of only one Indian company. The efficacy of the framework need to be further investigated.Practical implicationsApplication of the proposed framework is likely to result in a more comprehensive coverage of the vital issues in strategy implementation that are expected to do away with the pitfalls that are commonly experienced in the process of strategy implementation.Originality/valueThe paper proposes a new framework of strategy implementation based on the unique requirements of the Indian context.