Strategy Implementation and Evaluation

Correct answer B: A: sound formulation/weak implementation.

Diagnose execution resources/processes rather than discard a sound choice automatically.

Correct answer A: Matrix with defined functional/project authority.

Cross-project skills and scarce resources can support matrix evaluation, with conflict/overhead risks.

Correct answer C: Align actual rewards/culture and systems with strategic goals.

7 S hard/soft fit and credible deeds matter.

Correct answer B: Unfreezing.

Preparation precedes learning new routines.

Correct answer D: Premise control.

A selected strategy assumption is monitored for validity.

Correct answer D: Special alert.

Unexpected disruptive event can trigger crisis review.

Correct answer A: Strategic surveillance.

Broad less-focused scanning uncovers unexpected signals.

Correct answer A: Implementation control.

Strategic thrust/milestone reviews can reassess direction.

Correct answer D: 90%, below target by 5 percentage points.

180 divided by 200 times 100 equals 90;95 minus 90 is 5 points, not a 5% relative shortfall.

Correct answer B: 80% retention;12% margin;4 kWh per service.

Explicit cohort/period/output bases matter; ratios do not prove causation or authorise spending.

Correct answer C: Planning quality alone cannot produce intended action/results.

Diagnose design and execution separately.

Correct answer B: Review strategic effectiveness as well as operational efficiency.

Source survival cells illustrate emphasis, not deterministic forecasts.

Correct answer D: Early functional/divisional participation and clear rationale.

Participation can improve feasibility and commitment, not guarantee agreement.

Correct answer A: Use feasibility feedback to revise resources/phasing or choice.

Backward linkage and hard/soft execution fit matter.

Correct answer D: Assess necessary goals/gaps and feasible phasing, training and disruption support.

Good practice aims to reduce disruption, not promise zero risk.

Correct answer B: Reinforce routines while retaining cyclical adaptation to changing conditions.

The source explicitly describes continuous/cyclical change.

Correct answer C: Structure can facilitate fit but cannot make bad products/strategy good.

Chandler supports fit, not one universal solution.

Correct answer A: Functional myopia and cross-function coordination failure.

Specialisation needs integration.

Correct answer C: Financial controls can miss related-unit spillovers and strategic fit.

Source financial controls require largely independent performance.

Correct answer C: Territory count alone does not determine SBU count; assess related businesses/competition.

Grouping follows strategic relation and feasible planning, not automatic territorial labels.

Correct answer A: Three matrix development phases can explain changing permanence.

Task forces, product/brand management and mature matrix differ.

Correct answer A: Compare total costs, competencies, dependency and missed synergy before choosing.

Potential flexibility is conditional, not automatic buy-over-make proof.

Correct answer D: Motivation/career routes may need lateral/challenging work and suitable rewards.

Benefits and employee trade-offs both need review.

Correct answer B: Match policies/deeds/rewards and sustained multi-level support to intended culture.

Visible sustained action is needed; timing varies.

Correct answer B: Source wording is a generalisation, not a proven performance law.

Balance hard/soft fit and measure actual outcomes.

Correct answer D: Vision must be supported by ethical conduct, capability, communication and corrective action.

Strategic leadership integrates direction and delivery, not just speeches.

Correct answer C: Operational and management control.

Task versus aggregate scope distinguishes the source comparison.

Correct answer C: Implementation control complements, not replaces, operational control.

Strategic thrusts/milestones assess direction beyond routine checks.

Correct answer B: Spending is an innovation input/proxy, not proof of successful innovation.

Pair relevant inputs with outcome/quality evidence and strategic goals.

Correct answer A: Triple bottom line followed by its quadruple-bottom-line purpose addition.

Source p 62 adds purpose/spiritual dimension; this is not universal reporting-law compliance.