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Good strategies only guarantee success if they are translated into action that yields acceptable results. The subject of strategy implementation has received much attention both in research and practice. Further, the treatment of strategy implementation as an administrative process makes it subject to the manifestations of an organization's internal environment. Consequently, the context in which strategy implementation takes place determines the nature of the challenges faced as well as influences the outcome of strategy. This book is based on a research conducted in Cooper Motors Corporation Limited (CMC Motors), a franchisee of several motor vehicle makes and models which is based in Kenya. The company is designed in such a way that each franchise operates semiautonomously but also responsible to the corporate headquarter. This book provides an indepth account of the practices and challenges to strategy implementation within a multidivisional organizational context. It also provides some recommendations for policy and practice to enhance effective and successful strategy execution within multidivisional company contexts.
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