Closing the strategy execution gap in the public sector : a conceptual model

[摘要] ENGLISH ABSTRACT: The importance of strategy execution to achieve organisational objectives is increasinglyrecognised. However, successful execution seems to remain problematic, not only ingovernment, but also in the business world today. Because of the gap between strategyplanning and execution, the required benefits stated in this planning are seldom realised.The consistent and generally poor execution of strategic plans in the public sector leads to poorservice delivery. The objective of the research was to develop, test and further improve aconceptual model that can specifically be applied in public sector organisations (PSOs) to helpclose their strategy execution gap. According to the research hypothesis, strategy execution willsignificantly improve by using a simplified, dynamically integrated conceptual model as guide intailoring strategy execution in each PSO. The qualitative Participative Action Research (PAR)methodology was used based on case studies in Namibia, including ministries, state-ownedenterprises and local authorities.The literature gap was found to be the limited number of resources addressing strategyexecution in the public sector and the limited number of sources presenting a multi-disciplinaryor integrated model involving the whole organisation. Based on previous literature reviews and experience, the researcher developed his firstconceptual model in 2006. After the development of four more models, the final MERIL-DEModel was arrived at in 2014 as conceptual model to help close the strategy execution gap inthe public sector. Additional literature review and analysis of the public sector context,supported by ten case studies in Namibia over the eight year period (2006–2013), led to theMERIL-DE Model containing and integrating the nine vital strategy execution components.These are as follows: 1) Leadership, 2) Strategic Planning, 3) Project Management, 4)Alignment (with organisational elements), 5) Performance Management (containing the MERILelements Measure, Evaluate, Report, Improve and Learn), 6) Drive (mostly internal motivation),7) Engagement (through dialogue), 8) Risk Management and 9) Stakeholder Management. Thefirst seven components were identified through literature review and the last two fromconsidering the unique public sector context.Features of the model include the critical role of leadership, the need to clearly link strategy andprojects, the important role of project management, the shorter review periods for both strategicand project plans, the need for an institutionalised quarterly strategy execution cycle andimportance of engagement and motivated workforce. The MERIL-DE Model shows the need tobuild adaptive and sustainable organisations in a complex and challenging public sector. Theconventional plan-and-execute processes have to be complemented by sense-and-respondcapabilities through a system of Measure, Evaluate, Report, Improve and Learn – linked toDrive and Engagement – in which components are dynamically integrated.Each PSO, however, needs to develop its own unique or tailor-made MERIL-DE model. Thistailored model is referred to as the 'Stratex Car to be designed and built by each PSO,considering its own unique conditions. The Strategy Execution Framework (SAF) is presentedas tool to assess the strength of each MERIL-DE component with the Total Strategy ExecutionCapacity (TSEC) to determine the total capacity of the PSO to execute its strategy.It is believed that the use and application of the MERIL-DE Model will significantly contribute toclose the strategy execution gap present in the public sector, not only in Southern Africa, butworldwide – to see governments and public organisations deliver real beneficial public service.Monitored application of this model will be valuable for future research towards the ongoingclosing of the strategy execution gap.

[发布机构] Stellenbosch University