Chapter

Execution: Translating Mission and Strategy into Action

James A. Phills

in Integrating Mission and Strategy for Nonprofit Organizations

Published in print August 2005 | ISBN: 9780195171280
Published online October 2011 | e-ISBN: 9780199850327 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195171280.003.0005
Execution: Translating Mission and Strategy into Action

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This chapter explores the execution of strategy and the role of logic as key elements in the execution of the mission. The mission and the parallel logic of “causal models” or “theories of change” and the role they play in the execution of the mission are explained. It also shows how the choices associated with the execution of strategy and the choices associated with the execution of mission are related to one another. The logic of strategy and logic of mission are distinct, but they are also interdependent. Even though they perform different functions and are designed to produce different outcomes (i.e., economic versus social, environmental, or artistic value), each constrains and influences the other. Concrete examples of the choices involved in execution are given as well. Moreover, the elements of execution, namely the policies that employees will follow during the course of their work, and activities that they are directed to undertake and resource allocation are described.

Keywords: execution; strategy; mission; logic; causal model; theories of change; resource allocation; policies; activity

Chapter.  6519 words.  Illustrated.

Subjects: Business Strategy

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