Abstract:

Organizations have over the years been bedevilled with challenges ranging from the level of competition, to how they satisfy their customers, and how to acquire a large percentage of the market share, amongst others. To build and maintain competitive advantage therefore, organizations would typically define a set of strategic priorities upon which the pillars which would facilitate the attainment of its corporate vision, would be built. However, for the priorities to deliver the desired value to the organization, they must be executed correctly and timely. Strategy, therefore, no matter how beautifully curated and well-intended, without a sound execution plan, may not deliver on its promise because the correlation between both is dependent. Some things are thus important such as an understanding of the factors which can encumber strategy, good leadership (from top to bottom), alignment of strategy with other organizational parts, sound performance management system, concise and effective communication, amongst others. A study of a globally recognized financial enterprise with a presence in four continents, on how well effective Execution could impact Strategy, was carried out using a convergent parallel design approach because of its capability to seamlessly combine the rudiments of stratified and cluster sampling. The Regression results exposed a significant relationship between Strategy Execution and Corporate Value with an R value of 0.61. An F-value variance test result of 141.62; p < 0.05 revealed a statistical significance; while a β = 0.61; p < .05 helped to demonstrate that strategy execution significantly influenced corporate value completed the analysis.

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