strategic implementation case study

Bringing Strategy To Life

After developing a strategy with OTM, leaders at CSL Behring Global Finance needed a way to implement their strategy to enhance awareness and effect real change amongst everyone within the organization. Leadership realized that they needed a strategy implementation process that was both integrative and comprehensive in order to achieve their goals.

What we did:

Leaders sought to increase awareness at all levels within the function. With this goal in mind, a major portion of the implementation process was to conduct small-group conversations. Together with OTM, they developed a plan that would incorporate a set of distinct protocols to use during these conversations.

The Result:

The results following this active process were clear. 100% awareness was present throughout every level of the organization, to the point where strategy was built into everyday business conversation. A strategy that is recognized by all throughout the business is much more likely to remain sustainable for years to come. What resulted from this redesign was an organization actively immersed in its own strategic intent, and fit for purpose. Success!

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Organization design is not about organization charts and personalities. It is about ensuring your operating model is ‘fit for purpose’, aligns to your organizational goals, and helps with strategy implementation.

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Accounting for Social Risk Factors in Medicare Payment (2017)

Chapter: ba: example implementation strategies and case studies, ba example implementation strategies and case studies.

As described in Appendixes B1 and B2 , the committee reviewed both the peer-reviewed and grey literature in order to identify strategies providers disproportionately serving socially at-risk populations have implemented to improve care and outcomes for their patients. As part of this effort, the committee reached out to organizations known to conduct research or represent providers disproportionately serving socially at-risk populations (Alliance of Community Health Plans, America’s Essential Hospitals, America’s Health Insurance Plans, and The Commonwealth Fund) who submitted 60 case studies. The committee also searched the published literature to identify additional examples. Based on a review of the case studies submitted, informed also by the literature and, in some cases, committee members’ empirical research or professional experience delivering care to socially at-risk populations, the committee identified commonalities from which it concluded that six community-informed and patient-centered systems practices show promise for improving care for socially at-risk populations.

This appendix includes a series of tables that provide a selection of implementation strategies and case studies in which these strategies were identified for each of the six systems practices. Table BA-1 includes examples regarding a commitment to health equity, Table BA-2 includes examples of data and measurement strategies, Table BA-3 has examples of components of comprehensive needs assessments, Table BA-4 provides examples of collaborative partnerships, Table BA-5 offers strategies for providing care continuity, and Table BA-6 lists examples of engaging patients in their care. These tables aim to illustrate the range and types of activities

TABLE BA-1 Commitment to Health Equity: Example Implementation Strategies and Case Studies

a Personal communication, Susan Knudson (HealthPartners) to Charles Baumgart (committee member), December 14, 2015.

b Meyers, 2008 .

c Sandberg et al., 2014 .

d Klein et al., 2014b .

TABLE BA-2 Data and Measurement: Example Implementation Strategies and Case Studies

a Hostetter and Klein, 2015 .

b Personal communication, Susan Knudson (HealthPartners) to Charles Baumgart (committee member), December 14, 2015.

c McCarthy and Chase, 2010 .

TABLE BA-3 Comprehensive Needs Assessment: Example Implementation Strategies and Case Studies

NOTE: PATHWAAY = Proactive Assessment of Total Health and Wellness to Add Active Years.

a ACHP, n.d.-c .

b Klein and McCarthy, 2009 .

c Hostetter and Klein, 2015 .

d Klein, 2014 .

e Personal communication, Doug McCarthy (The Commonwealth Fund) to staff, January 12, 2016.

TABLE BA-4 Collaborative Partnerships: Example Implementation Strategies and Case Studies

a Corrigan and Fisher, 2014 .

b Sandberg et al., 2014 .

c Itzkowitz et al., 2016 .

d America’s Essential Hospitals, 2015 .

e McCarthy and Mueller, 2008 .

f Murray et al., 2003 .

g McCarthy et al., 2007 .

h McCarthy and Chase, 2010 .

i Hostetter and Klein, 2014 .

j Felland et al., 2013 .

k McCarthy et al., 2014 .

l Klein et al., 2014a .

m Hostetter and Klein, 2015 .

n Cebul et al, 2015 .

p Silow-Carroll and Rodin, 2013 .

q Lovelace, 2016 .

TABLE BA-5 Care Continuity: Example Implementation Strategies and Case Studies

a ACHP, n.d.-d .

b ACHP, n.d.-c .

c ACHP, n.d.-a .

d Sandberg et al., 2014 .

e McCarthy et al., 2007 .

f America’s Essential Hospitals, 2015 .

g ACHP, n.d.-b .

h McCarthy and Mueller, 2008 .

i Felland et al., 2013 .

j Hostetter and Klein, 2014 .

k Klein, 2014 .

l Personal communication, Doug McCarthy (The Commonwealth Fund) to staff, January 12, 2016.

m America’s Essential Hospitals, 2014 .

TABLE BA-6 Engaging Patients in Their Care: Example Implementation Strategies and Case Studies

NOTE: CMS = Centers for Medicare & Medicaid Services; PATHWAAY = Proactive Assessment of Total Health and Wellness to Add Active Years.

a Klein and McCarthy, 2010 .

b America’s Essential Hospitals, 2014 .

d Personal communication, Mark Hamelburg (America’s Health Insurance Plans) to Charles Baumgart (committee member), December 18, 2015.

f ACHP, n.d.-b .

g ACHP, n.d.-c .

h Foubister, 2013 .

i Hostetter and Klein, 2015 .

j Personal communication, Doug McCarthy (The Commonwealth Fund) to staff, January 12, 2016.

that individual health care providers have implemented to apply each of the six systems practices. This appendix should therefore be considered a series of illustrative examples rather than a comprehensive and exhaustive list of organizations and practical strategies identified in the published and grey literature.

ACHP (Alliance of Community Health Plans). n.d.-a. Fallon Health NaviCare and Summit ElderCare programs . http://www.achp.org/wp-content/uploads/report-Innovation_ElderCare_FALLON.pdf (accessed December 14, 2015).

ACHP. n.d.-b. Geisinger Health Plan’s medically complex medical home program . http://www.achp.org/wp-content/uploads/report-Innovation_ElderCare_GEISINGER.pdf (accessed December 14, 2015).

ACHP. n.d.-c. Kaiser Permanente’s PATHWAAY program . http://www.achp.org/wp-content/uploads/report-Innovation_ElderCare5.8.15_KP.pdf (accessed December 14, 2015).

ACHP. n.d.-d. Priority Health’s TANDEM365 program . http://www.achp.org/wp-content/uploads/report-Innovation_ElderCare_PRIORITY.pdf (accessed December 14, 2015).

America’s Essential Hospitals. 2014. Community-focused steps to boosting nutrition, wellness . http://essentialhospitals.org/quality/community-focused-steps-to-boosting-nutrition-wellness (accessed March 18, 2016).

America’s Essential Hospitals. 2015. Improving care transitions for socially, medically complex patients . http://essentialhospitals.org/quality/improving-care-transitions-for-socially-medically-complex-patients (accessed March 18, 2016).

Cebul, R. D., T. E. Love, D. Einstadter, A. S. Petrulis, and J. R. Corlett. 2015. MetroHealth Care Plus: Effects of a prepared safety net on quality of care in a Medicaid expansion population. Health Affairs (Millwood) 34(7):1121–1130.

Corrigan, J. M., and E. S. Fisher. 2014. Accountable health communities: Insights from state health reform initiatives . http://tdi.dartmouth.edu/images/uploads/AccountHealthCommWhPaperFinal.pdf (accessed March 7, 2016).

Felland, L. E., A. E. Lechner, and A. Sommers. 2013. Improving access to specialty care for Medicaid patients: Policy issues and options . http://www.commonwealthfund.org/~/media/files/publications/fund-report/2013/jun/1691_felland_improving_access_specialty_care_medicaid_v2.pdf (accessed March 8, 2016).

Foubister, V. 2013. Case study: Louisiana’s poor rankings make improving birth outcomes a state imperative . http://www.commonwealthfund.org/publications/newsletters/qualitymatters/2013/february-march/case-study (accessed February 4, 2016).

Hostetter, M., and S. Klein. 2014. In focus: Innovating care delivery in the safety net . http://www.commonwealthfund.org/publications/newsletters/quality-matters/2014/december-2014-january-2015/in-focus (accessed February 2, 2016).

Hostetter, M., and S. Klein. 2015. In focus: Segmenting populations totailor services, improve care . http://www.commonwealthfund.org/publications/newsletters/quality-matters/2015/june/in-focus (accessed March 8, 2016).

Itzkowitz, S. H., S. J. Winawer, M. Krauskopf, M. Carlesimo, F. H. Schnoll-Sussman, K. Huang, T. K. Weber, and L. Jandorf. 2016. New York Citywide Colon Cancer Control Coalition: A public health effort to increase colon cancer screening and address health disparities. Cancer 122(2):269–277.

Klein, S. 2014. Colorado Coalition for the Homeless: A model of supportive housing . http://www.commonwealthfund.org/publications/newsletters/quality-matters/2014/october-november/case-study (accessed February 2, 2016).

Klein, S., and D. McCarthy. 2009. North Carolina’s ABCD program: Using community care networks to improve the delivery of childhood developmental screeing and referral to early intervention services . http://www.commonwealthfund.org/publications/issue-briefs/2009/aug/north-carolinas-abcd-program-using-community-care-networks-to-improve-the-delivery (accessed March 8, 2016).

Klein, S., and D. McCarthy. 2010. Genesys HealthWorks: Pursuing the triple aim through a primary care-based delivery system, integrated self-management support, and community partnerships . http://www.commonwealthfund.org/publications/case-studies/2010/jul/genesys-healthworks (accessed February 2, 2016).

Klein, S., D. McCarthy, and A. Cohen. 2014a. Health Share of Oregon: A community-oriented approach to accountable care for Medicaid beneficiaries . http://www.commonwealthfund.org/publications/case-studies/2014/oct/health-share-oregon-aco-case-study (accessed February 2, 2016).

Klein, S., D. McCarthy, and A. Cohen. 2014b. Tuscon and southern Arizona: A desert region pursuing better health and health system performance . http://www.commonwealthfund.org/publications/case-studies/2014/apr/tucson-and-southern-arizona-a-desert-region-pursuing-better-health-and-health-system-performance (accessed March 8, 2016).

Lovelace, J. 2016. Integrating health care and supported housing to improve the health and well-being of the homeless: A population health case study . http://nam.edu/integrating-health-care-and-supported-housing-to-improve-the-health-and-well-being-of-the-home-less-a-population-health-case-report (accessed March 29, 2016).

McCarthy, D., and D. Chase. 2010. Montefiore Medical Center: Integrated care delivery for vulnerable populations . http://www.commonwealthfund.org/publications/case-studies/2010/oct/montefiore-medical-center (accessed March 8, 2016).

McCarthy, D., and K. Mueller. 2008. The New York City Health and Hospitals Corporation: Transforming a public safety net delivery system to achieve higher performance . http://www.commonwealthfund.org/~/media/files/publications/fund-report/2008/oct/the-new-york-city-health-and-hospitals-corporation--transforming-a-public-safety-net-delivery-system/mccarthy_nychlthospitalscorpcasestudy_1154-pdf.pdf (accessed February 4, 2016).

McCarthy, D., C. Beck, R. Nuzum, and A. Gauthier. 2007. Denver Health: A high-performance public health care system . http://www.commonwealthfund.org/publications/fund-reports/2007/jul/denver-health--a-high-performance-public-health-care-system (accessed March 18, 2016).

McCarthy, D., S. Klein, and A. Cohen. 2014. Opportunity for regional improvement: Three case studies of local health system performance . http://www.commonwealthfund.org/~/media/files/publications/case-study/2014/apr/1737_mccarthy_regional_case_study_synthesis_v2.pdf (accessed March 8, 2016).

Meyers, K. 2008. Beyond equal care: How health systems can impact racial and ethnic health disparities . http://share.kaiserpermanente.org/media_assets/pdf/communitybenefit/assets/pdf/our_work/global/BeyondEqualCare2001_08.pdf (accessed February 2, 2016).

Murray, M., T. Bodenheimer, D. Rittenhouse, and K. Grumbach. 2003. Improving timely access to primary care: Case studies of the advanced access model. Journal of the American Medical Association 289(8):1042–1046.

Sandberg, S. F., C. Erikson, R. Owen, K. D. Vickery, S. T. Shimotsu, M. Linzer, N. A. Garrett, K. A. Johnsrud, D. M. Soderlund, and J. DeCubellis. 2014. Hennepin health: A safety-net accountable care organization for the expanded Medicaid population. Health Affairs (Millwood) 33(11):1975–1984.

Silow-Carroll, S., and D. Rodin. 2013. Forging community partnerships to improve health care: The experience of four Medicaid managed care organizations . http://www.commonwealthfund.org/publications/issue-briefs/2013/apr/forging-community-partnershipsto-improve-care (accessed February 2, 2016).

Recent health care payment reforms aim to improve the alignment of Medicare payment strategies with goals to improve the quality of care provided, patient experiences with health care, and health outcomes, while also controlling costs. These efforts move Medicare away from the volume-based payment of traditional fee-for-service models and toward value-based purchasing, in which cost control is an explicit goal in addition to clinical and quality goals. Specific payment strategies include pay-for-performance and other quality incentive programs that tie financial rewards and sanctions to the quality and efficiency of care provided and accountable care organizations in which health care providers are held accountable for both the quality and cost of the care they deliver.

Accounting For Social Risk Factors in Medicare Payment is the fifth and final report in a series of brief reports that aim to inform ASPE analyses that account for social risk factors in Medicare payment programs mandated through the IMPACT Act. This report aims to put the entire series in context and offers additional thoughts about how to best consider the various methods for accounting for social risk factors, as well as next steps.

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3 Successful ERP Implementation Case Studies

What do a maker of grooming products for men, a fast-growing moving business and a specialized shipping logistics provider have in common? All three had intractable challenges that were addressed by an enterprise resource planning (ERP) system.

In all cases, their journeys started with ERP implementations. Once up and running, these disparate companies got the results they needed: more sales without adding new employees, faster and more accurate payroll processing and the ability to deliver tens of thousands of orders per day without delays or errors, respectively.

What Is an ERP Implementation?

An ERP implementation is the process of installing enterprise resource planning (ERP) software, and then making sure your team is making the most of the technology. The process includes three main phases:

• Installing onsite software and/or contracting with a SaaS provider. Often, companies seek help from the vendor or an implementation partner specializing in ERP, the vertical industry or specialized use cases.
• Migrating data from your previous system or systems into the new ERP.
• Training the finance team to use the new software. That process may include knowledge transfer from employees who previously used the system or formal education from your implementation partner.

The success rate ERP implementations is improving thanks to a focus on user experience, specifically simpler interfaces, more configuration flexibility, mobile functionality and increased automation. In fact, IDC’s 2021 SaaSPath Survey showed that "ease of use" is the most important vendor selection criteria for those purchasing finance applications.

Best practices to ensure success include organizing a strong implementation team of leaders from all areas of your company, from sales to accounting to operations. Ask them: What problems would we like this new system to resolve?

When choosing the ERP, it’s important to ensure it can easily integrate with other financial systems, and those of your key partners, and that you can be up and running in a reasonable timeframe, preferably 90 days or less. Finally, make sure your finance policies and procedures are aligned to make the most of the new system.

Key Takeaways

An ERP implementation is a process: ERP vendors and reviewers alike recommend carefully evaluating ERP vendors and/or partners before beginning, as well as taking things one step at a time, setting expectations with realistic planning timeframes and a comprehensive checklist mapped to your company’s goals for the system.

Let’s look at three companies that found success with their ERP implementation projects, and their key lessons learned.

ERP Case Study #1: Fulton & Roark

Fulton & Roark , a retailer of men’s grooming products, is an example of a successful ERP implementation.

Prior to upgrading to full-featured ERP, the North Carolina-based business tracked its inventory in a spreadsheet and its financial data in desktop accounting software, Sage Live. When the company began doubling sales year-over-year, leadership felt its current processes weren’t keeping up. Spreadsheets couldn’t account for changing inventory costs, and the accounting software didn’t have the workflows necessary to record the cost of goods sold (COGS) , an important financial metric.

As a result, the Fulton & Roark team did double data entry — manually.

To centralize all work in one place, the company’s co-founders implemented NetSuite ERP . After a three-week implementation process, changes were immediate, according to team members. Finally, the Fulton & Roark team was able to:

• Catch and correct bookkeeping mistakes related to inventory.
• Stop working with external accountants, growing both unit and dollar volumes significantly with no extra headcount.
• Increase sales roughly 50% year-over-year without increasing headcount.
• Get a more accurate picture of margins and inventory, which helped grow its ecommerce operation.
• ERP implementations don’t have to drag on — Fulton & Roark’s team was up and working in about 20 days.
• The company’s story also emphasizes a major success factor: Getting management committed to an ERP project. In this case, the co-founders initiated the project, which consultants say often spurs employee adoption.

ERP Case Study #2: N&N Moving Supplies

N&N Moving Supplies, a family-run distributor of moving equipment and supplies, successfully implemented an ERP system after expanding from one location in Georgia to three locations in multiple states and more than quadrupling its workforce.

Running on QuickBooks and a third-party payroll provider, it was nearly impossible to keep accurate time records and reconcile payroll with general ledger accounts. So, N&N turned to ERP to manage its accounting and payroll processes. During the implementation process for NetSuite ERP, N&N worked with a NetSuite partner, NOVAtime, to add a time-clock solution to the main system.

With this in place, N&N was able to:

• Reduce payroll processing time by 84%.
• Balance accounts faster.
• Improve the accuracy of hours and vacation time counts.
• See labor-cost trends across its three locations.
• Give employees access to personalized ERP dashboards on iPads at each of its sites.
• N&N’s case study nods to another major implementation success factor: managing employee morale. ERP projects often fail when execs and other employees don’t feel a sense of buy-in. By providing personalized dashboards — and ideally explaining their benefits to employees before the implementation — N&N avoided this pitfall.
• The case study also shows that a third-party partner can be helpful in tailoring the ERP system to precisely fit your company’s needs.

ERP Case Study #3: Green Rabbit

Once upon a time, two friends launched a candy wholesale business. Then, they ran into a problem: shipping melt-prone chocolate bars during summer months. After the pals designed a heat-sensitive supply chain, other food companies turned to them for help. The duo rebranded as Green Rabbit, a supply chain logistics provider specializing in fast delivery of perishable goods.

That shift in strategy tested the company’s current processes, which relied on QuickBooks, Excel and email. Green Rabbit’s multiple databases couldn’t communicate with one another, making real-time data analysis impossible. The warehouse was often waiting on help from the IT team, too.

Green Rabbit chose NetSuite ERP, and the NetSuite professional services team got the company up and running on the system in three months.

Green Rabbit now:

• Helps customers ship candy, snacks and more across the country in 24 hours from one of three different warehouses, without inventory errors.
• Delivers tens of thousands of orders per day, without delays.
• Gets guaranteed error-free data from its ERP system, instead of risking errors from manually entered data.
• Could triple its order volume, if desired, without impact to its systems.
• When implemented correctly, ERP makes it easier to manage a complicated supply chain, as Green Rabbit’s case study shows.
• ERP is pivotal to growth. Green Rabbit implemented ERP after it grew substantially and because it anticipated further expansion.

Many growing companies like those profiled here ask: “What is the business case for ERP?”

Besides the takeaways from our case studies, it boils down to agility. When finance teams stop peering at dozens of spreadsheets and paper records, they can get strategic. By helping executive and business colleagues visualize data, growing firms can forecast future trends and adapt quickly to beat competitors.

ERP Success Factors

ERP systems can revolutionize businesses and ease their paths to growth, but successful applications of them share some common traits. The first is employee adoption and morale, which requires encouraging buy-in by presenting the ERP in a way in which it will directly benefit the end users. Providing dashboards and solutions tailored to each business makes this easier to do — and tagging in a third-party partner to help with a tailored implementation is an effective way to accomplish this. Also important is planning and executing the implementation efficiently , while having realistic expectations for the timeline.

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What Are the Challenges of ERP?

Implementing an ERP can mean overcoming obstacles. Two of the most commonly cited ERP challenges are:

Choosing the right vendor. Obviously, choosing an ERP system that doesn’t fit your company’s needs will likely result in a failed implementation. Many advisers recommend evaluating around five vendors before choosing which ERP to purchase.

Companies should choose a vendor that has experience with your company’s vertical, type (product or service) and size; can provide a hands-on demo; understands the tax laws and regulations that apply to your business; and is sure to be in business in five years.

• Getting employees to support the change. As mentioned, teams may resist the transition to ERP if you don’t show them why the new system will be helpful to them. Explain how ERP will make each team’s everyday tasks easier before the implementation begins and ensure plenty of time for training during the process.

Why Do ERP Implementations Fail?

ERP implementations can fail without proper risk management. In other words, leaders need to anticipate what might derail the project, then plan.

In one often-cited case, for example, a multinational distributor’s implementation epically failed, resulting in major shipping delays and lost sales. It turns out the company had operational issues before the implementation even began, as it had just acquired another company and was having trouble integrating the new subsidiary’s operations into its own. Company leadership should have managed that risk by identifying and fixing those operational issues before the ERP implementation began.

ERP implementation is a process. It requires lots of planning to ensure success. However, your company isn’t the first to go through it. Consider case studies of successful implementations, choose the right partner and your business will enjoy the benefits of the system, quickly.

If you’re considering an ERP implementation, schedule a consultation with NetSuite .

ERP Implementation Plan: Methodology and Process

Enterprise resources planning (ERP) solutions are designed to support an organization in just about every aspect of business operations by centralizing data and through automation. These platforms control internal…

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Strategic Implementation: Toyota Case Study

The effective implementation of the definite strategy is based on the effective strategic management where such factors as the organizational structure, control systems, and organizational culture are important. The management of any company realizes its new strategies with references to these factors, and the level and type of development of the corporate structure, culture, and control systems can influence the strategic implementation significantly.

In 2011, Toyota Motor Corporation presented some perspectives and strategies to overcome the difficulties associated with the recall issues of 2010 and the customers’ reaction to the recall. The presented strategies were oriented to winning back the customers’ loyalty.

The report’s task is to analyze the possible effectiveness of the developed strategies to overcome the issues with references to Toyota Motor Corporation’s organizational structure, control systems, and organizational culture.

The Effectiveness of Strategic Implementation within Toyota Motor Corporation Basing on Organizational Structure, Control Systems, and Organizational Culture

The type of the organizational structure depends on the environment within which the company operates. According to Burns and Stalker, there are two types of the organizational structure which are the mechanistic and organic organizational structures (Burns & Stalker, 2009).

Toyota Motor Corporation takes one of the leading positions within the car industry which is characterized by its stability. It is possible to note that Toyota Motor Corporation’s management is based on the centralized decision-making and standardization as important features to preserve the corporate stability.

In spite of the fact managers pay much attention to stimulating the individual’s initiative and effective team work, the decision-making process is standardized and based on the strong hierarchy (Hill & Jones, 2009). Thus, the type of the organizational structure can be discussed as mechanistic.

The control system of Toyota Motor Corporation can be discussed as financial management in which managers are more focused on profits than on quality, and the problem is in the fact the quality of the work as well as quality of production decreases in this situation (McNamara, n.d.). The extreme focus on profits was determined as on the problems facing the company’s management in 2010 (Shirouzu, 2010).

The organizational culture of any company is complex, and it is based on the values, attitudes, and beliefs shared by the leaders, managers, and employees of the company in relation to the organization’s mission, goals, and the ways to reach them. According to Tharp, the organizational culture can be ‘control’, ‘create’, ‘collaborate’, or ‘compete’ (Tharp, 2009).

The organizational culture of Toyota Motor Corporation can be analyzed as ‘control’ because it is based on the strong hierarchy, formal policies, strict following the company’s principles, and strict coordination. Although the accents are based on the development of self-managing teams and more flexible decision-making process, the company’s culture lacks the necessary flexibility.

The strategies mentioned in Toyota’s annual report of 2011 are oriented to restructuring the company’s management and changing the approaches to the decision-making process. To overcome the issues associated with the customers’ loyalty and brand image, it is necessary to focus on the safety problems with references to management aspects.

Thus, the orientation to making the decision-making process and control systems more flexible can be effective to renew the approach to management within the company, but the implementation of these strategies can face the problem of the employees’ inability to adapt to the new goals priorities.

The organizational structure and culture of Toyota Motor Corporation are based on the rather conservative approaches to implementation, and this fact can be discussed as the difficulty to overcome the mentioned problems.

Toyota Motor Corporation’s Strategies for Implementation

Toyota Motor Corporation determined several strategies to implement within the company in order to overcome the problems connected with safety issues, ineffective management, and winning back the customers’ loyalty in relation to the brand.

It was announced in the company’s annual report of 2011 that Toyota Motor Corporation is ready to implement definite strategic changes regarding the organizational structure, basing on the main aspects of the corporate culture. Thus, the definite changes in human resources were expected with references to the structural modifications in order to create the competitive management structure and renew the company’s image.

The main changes were connected with restructuring the company’s hierarchy in relation to providing more rights to the lower managers, reconstructing the Toyota Group to centralize the company, in transforming the decision-making process, and expressing more interests in the customers’ opinions and vision of the company’s products ( Toyota: Annual report 2011, 2012).

The corporate culture of Toyota Motor Corporation is based on valuing the role of the individual in the process and the individual’s creativity, much attention is paid to the company’s reputation based on the quality of the products. However, the decision-making process was too based on the company’s complex hierarchy to provide the quick response to the definite issues or customers’ expectations.

It was necessary to develop the approach according to which managers could make the necessary decisions according to the current data and information. The definite changes in the decision-making system proposed by the company’s strategic department can be discussed as successful to address the mentioned issues.

The main challenges for the implementation of this strategy are based on the peculiarities of the company’s organizational structure depending on the strict vertical hierarchy.

According to the new strategies, more rights should be given to the local management groups of the company with references to the general flexibility used in the decision-making process.

The next strategy is the focus on the position of the general manager to provide the direct communication with the team leaders and employees in order to reactive the access to the on-site information according to which it is possible to make the conclusions about further continuation of the work or overcoming the problematic issues.

The team leaders, engineers, and specialists should be also involved in the problem solving process in order support the company’s claims about the focus on the role of everyone in the company’s development ( Toyota. Vision and philosophy, 2012).

It is possible to state that the mentioned strategies are important for the implementation within Toyota Motor Corporation to make its corporate structure and culture more flexible in relation to the modern and globalization tendencies, but the effective implementation of the strategies which are associated with changing the approaches to corporate organization is based on the effective pre-implementation work.

The employees should be aware of the goals and principles of the new strategies correlated with the company’s traditional corporate culture. Toyota Motor Corporation’s strategies can be discussed as rather effective to contribute to developing more flexible management system with further winning back the customers’ loyalty. Nevertheless, the strategic implementation process can be associated with some difficulties and challenges typical for the changing corporate environment.

Burns, T., & Stalker, G. (2009). Mechanistic vs. organic organizational structure (contingency theory) . Web.

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Review of International Business and Strategy

ISSN : 2059-6014

Article publication date: 4 September 2017

The purpose of this paper is to study the operational process factors that affect successful strategy implementation in the Middle East.

Design/methodology/approach

Five operational process factors were studied (resource availability, communication, operational planning, people, control and feedback). Data were collected using a self-administrated questionnaire from employees who implement and/or are responsible for strategy implementation in 17 pharmaceutical companies. In total, 330 questionnaires were distributed, and a total of 259 were responded with a response rate of 78 per cent.

Findings revealed that four of the operational process factors, namely, resource availability, communication, operational planning in addition to control and feedback, strongly affect the success of strategy implementation. Further, resource availability was ascertained to be the most influential factor, followed by control and feedback, then by communication, while people factor showed no effect on the implementation process.

Practical implications

It is advised that, during the implementation phase, company management should provide staff employees with the necessary training and instructions to link employee performance with the overall reward and compensation system in the organization and to strengthen effective communication and coordination.

Originality/value

This is one of the few studies that cover operational process factors and successful strategy implementation and is the first study to test the model on companies in the pharmaceutical sector in the Middle East.

• Knowledge management
• Strategic management
• Middle East
• Pharmaceutical companies
• Strategic implementation

Obeidat, B.Y. , Al-Hadidi, A. , Tarhini, A. and Masa’deh, R. (2017), "Factors affecting strategy implementation: A case study of pharmaceutical companies in the middle east", Review of International Business and Strategy , Vol. 27 No. 3, pp. 386-408. https://doi.org/10.1108/RIBS-10-2016-0065

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Committee on Accounting for Socioeconomic Status in Medicare Payment Programs; Board on Population Health and Public Health Practice; Board on Health Care Services; Health and Medicine Division; National Academies of Sciences, Engineering, and Medicine. Systems Practices for the Care of Socially At-Risk Populations. Washington (DC): National Academies Press (US); 2016 Apr 7.

Systems Practices for the Care of Socially At-Risk Populations.

• Hardcopy Version at National Academies Press

Appendix A Example Implementation Strategies and Case Studies

As described in Chapters 1 and 2 , the committee reviewed both the peer-reviewed and grey literature in order to identify strategies providers disproportionately serving socially at-risk populations have implemented to improve care and outcomes for their patients. As part of this effort, the committee reached out to organizations known to conduct research or represent providers disproportionately serving socially at-risk populations (Alliance of Community Health Plans, America's Essential Hospitals, America's Health Insurance Plans, and The Commonwealth Fund) who submitted 60 case studies. The committee also searched the published literature to identify additional examples. Based on a review of the case studies submitted, informed also by the literature and, in some cases, committee members' empirical research or professional experience delivering care to socially at-risk populations, the committee identified commonalities from which it concluded that six community-informed and patient-centered systems practices show promise for improving care for socially at-risk populations.

This appendix includes a series of tables that provide a selection of implementation strategies and case studies in which these strategies were identified for each of the six systems practices. Table A-1 includes examples regarding a commitment to health equity, Table A-2 includes examples of data and measurement strategies, Table A-3 has examples of components of comprehensive needs assessments, Table A-4 provides examples of collaborative partnerships, Table A-5 offers strategies for providing care continuity, and Table A-6 lists examples of engaging patients in their care. These tables aim to illustrate the range and types of activities that individual health care providers have implemented to apply each of the six systems practices. This appendix should therefore be considered a series of illustrative examples rather than a comprehensive and exhaustive list of organizations and practical strategies identified in the published and grey literature.

Commitment to Health Equity: Example Implementation Strategies and Case Studies.

Data and Measurement: Example Implementation Strategies and Case Studies.

Comprehensive Needs Assessment: Example Implementation Strategies and Case Studies.

Collaborative Partnerships: Example Implementation Strategies and Case Studies.

Care Continuity: Example Implementation Strategies and Case Studies.

Engaging Patients in Their Care: Example Implementation Strategies and Case Studies.

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• Cite this Page Committee on Accounting for Socioeconomic Status in Medicare Payment Programs; Board on Population Health and Public Health Practice; Board on Health Care Services; Health and Medicine Division; National Academies of Sciences, Engineering, and Medicine. Systems Practices for the Care of Socially At-Risk Populations. Washington (DC): National Academies Press (US); 2016 Apr 7. Appendix A, Example Implementation Strategies and Case Studies.
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