Communicating strategy : the role of communication in strategy implementation
Nurmi, Jarkko (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025122038771
https://urn.fi/URN:NBN:fi:amk-2025122038771
Tiivistelmä
This thesis explores strategic communication and strategy implementation within a ship design company. The study was conducted in connection with the case company’s strategy renewal process. The theoretical framework is based on theories and literature on strategy formation, implementation and execution, strategic management and communication.
The objective of the research was to examine how strategy is communicated across the organization and how well employees understand and align their work with strategic objectives. The empirical part consists of a survey targeted to the organization. The survey was conducted as a combination of quantitative and qualitative research methods. The results indicate that project managers are committed to linking project goals with company strategy and generally feel confident in communicating strategy to their teams. However, the findings also reveal that the tools and support provided by the organization are not always sufficient.
The thesis concludes that strategy implementation requires continuous communication, dialogue and clarity of roles. To strengthen strategic alignment, organizations should ensure that all levels have the necessary understanding, competence and practical means to integrate strategy into daily project work.
The objective of the research was to examine how strategy is communicated across the organization and how well employees understand and align their work with strategic objectives. The empirical part consists of a survey targeted to the organization. The survey was conducted as a combination of quantitative and qualitative research methods. The results indicate that project managers are committed to linking project goals with company strategy and generally feel confident in communicating strategy to their teams. However, the findings also reveal that the tools and support provided by the organization are not always sufficient.
The thesis concludes that strategy implementation requires continuous communication, dialogue and clarity of roles. To strengthen strategic alignment, organizations should ensure that all levels have the necessary understanding, competence and practical means to integrate strategy into daily project work.