A strategy whose goals are confidential or, in the best of cases, known by a small elite, it is doomed to failure unless it is able to implement it by itself. His knowledge becomes your understanding, the human ability to think; relate how and where, read inside the reality of things and, therefore, to understand them through concepts adapted to the reality of them. He is needed to do this see the issue in its entirety, not just the isolated fact that has the authority to. Understand something generally leads to the acceptance of the current situation and its role in the master plan that has gestated. In my opinion its acceptance, or not, is the beginning of the success or failure of any plan that need to be executed by more than one individual. In the cuestionamiento process will inevitably arise a question of rigour: is the appropriate plan? Each will have an answer to this question, and it will occur him also a number of variants which, in its opinion, should have been taken into account given his particular perception internal and external factors that determined the global condition that originates the strategy developed in question.
It is the individual perception of causes and effects, a dynamic and highly complex where the key lies in the consensus. If there is not, or worse yet, it is the opposite, it will be better to go back and review the original design of the strategy, otherwise it puts at risk the achievement of the objectives; for where there is faith, there is no work. Finally there is a question that should not be overlooked. He said Hemingway than a naive man is all that, given the fact that a rose smells better than a cabbage, assumes that a broth made this know also mejor. The plan is appropriate; but is it feasible? It is in essence of if he is counted with the necessary financial resources, productive capacity, human capital and skills essential to do what is appropriate. The absence of any one of them must not be ignored, but instead opposed, improved, found or acquired. Those who, one Once they receive instructions on their changes of role and responsibilities based on a new strategy for the Organization, think that lucky is cast and there is nothing else to do deceive themselves.
They assume a comfortable position conformist that normally carry a high cost in the long term. After all, nobody jumps to vacuum only because another person so requests. Thompson (1990) showed that emerging strategies coming down from internal changes in the lower levels of the structure could be modified and even indirectly create new strategies at corporate level. In this way the concept of design strategies loses its unidirectional rectilinear meaning to become a circular dynamic process where communication, monitoring and feedback play a fundamental role. If all of the above mentioned factors are met, a perfect strategic implementation is possible.
