Transformation of learning and growth elements as prerequisite for strategy execution – increasing chances for success by measuring
Saaristo, Fia (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202501151387
https://urn.fi/URN:NBN:fi:amk-202501151387
Tiivistelmä
This thesis investigates the essential elements for successful organizational transformation and strategy implementation, with a focus on how these elements can be measured to monitor progress. The thesis was done in cooperation with a company and the aim is to supply the company with recommendations and measurements to use in future strategy work.
The theoretical basis in this thesis relies on the Balanced Scorecard framework and other literature on the prerequisites for successful transformation. Change management, the Balanced Scorecard framework, strategic alignment, organizational learning and knowledge transfer are studied. Also, literature related to successful measuring models are discussed. Based on the literature, suggestions for successful transformation and measures for elements monitored, are listed. Thes measures listed are based on the Balanced Scorecard and other literature on measuring learning and growth in organisations. Results include prerequisites for transformation and suggestions for measurements to use on a general level.
The empirical part of the study is based on a case study, where the top management group of the target company was interviewed through semi-structured interviews. The interviewees were asked about different aspects needed for strategy implementation or change management and of their previous experiences in using measures for monitoring these issues. The interviews were analysed using qualitative content analysis and the results were presented through five different themes: Individual or organisational learning, Measures are wanted but not used, Hard figures override the soft, Strategic alignment and willingness to change, and Emphasis on communication.
The results of the empirical study show that measures for monitoring intangibles are needed and wanted in the target company but that implementing measures needs more effort. Also results show that harder figures such as production or finances often override the soft and that communication is important when implementing changes. These findings are consistent with the theoretical framework and literature review. Recommendations are given for measures to use in the target company in the future and also suggestions for strategy implementation in the future based on the literature and the empiric research.
The theoretical basis in this thesis relies on the Balanced Scorecard framework and other literature on the prerequisites for successful transformation. Change management, the Balanced Scorecard framework, strategic alignment, organizational learning and knowledge transfer are studied. Also, literature related to successful measuring models are discussed. Based on the literature, suggestions for successful transformation and measures for elements monitored, are listed. Thes measures listed are based on the Balanced Scorecard and other literature on measuring learning and growth in organisations. Results include prerequisites for transformation and suggestions for measurements to use on a general level.
The empirical part of the study is based on a case study, where the top management group of the target company was interviewed through semi-structured interviews. The interviewees were asked about different aspects needed for strategy implementation or change management and of their previous experiences in using measures for monitoring these issues. The interviews were analysed using qualitative content analysis and the results were presented through five different themes: Individual or organisational learning, Measures are wanted but not used, Hard figures override the soft, Strategic alignment and willingness to change, and Emphasis on communication.
The results of the empirical study show that measures for monitoring intangibles are needed and wanted in the target company but that implementing measures needs more effort. Also results show that harder figures such as production or finances often override the soft and that communication is important when implementing changes. These findings are consistent with the theoretical framework and literature review. Recommendations are given for measures to use in the target company in the future and also suggestions for strategy implementation in the future based on the literature and the empiric research.