By Greg Usher 



Company executives invest vast amounts of time and intellectual effort to develop strategies which they believe will give their Organisations a competitive advantage (Tse and Olsen: 1999, Porter: 1996, Hitt et al.: 2011). However, research has demonstrated that up to 66% of these strategies fail to be implemented (Johnson: 2004) and of the those which are implemented,  most struggle to deliver more than 60% of their organizational or financial potential (Mankins and Steele: 2005).

These failures are attributed to a phenomena referred to as the Strategy–to-performance gap (Mankins and Steele: 2005) or Strategic Misalignment (Corsaro and Snehota: 2011).  The existence of this phenomena is widely accepted by strategy developers and implementers alike however, almost paradoxically, the extant literature focuses almost exclusively on how to either develop better strategy or to classify it (Armstrong: 1982, Hofer: 1976, Shrader et al.: 1984, Steiner and Miner: 1972, Schwenk and Shrader: 1993, Avison et al.: 2004). There has been limited research conducted into how to close this gap in order to ensure that a strategy maintains its integrity throughout the entire strategic process (Sabherwal and Chan: 2001).

This paper proposes a theoretical model for enhancing Strategic Integrity by reducing the strategy-to-performance gap and enhancing Strategic Integrity through the application of disciplines that exist within the field of Project Management.

Strategic Integrity 

Strategic Integrity is a conceptual framework for outlining how the intention of a strategy can be maintained throughout the implementation process regardless of any environmental turbulence that may be encountered throughout the process (Dixon: 2013). Strategic Integrity does not necessarily mean the implementation of a strategy will achieved exactly how it was first envisaged. In fact,  the environmental changes that may occur  from the time the original strategy was developed, may mean rigidly adhering  to a specific strategy that was originally outlined may produce a worse result than not implementing the strategy at all  (Johnson et al.: 2005, Lorange and Murphy: 1984). Rather, Strategic Integrity focuses on ensuring the guiding intent of a strategy is achieved within a fluid organizational and environmental construct. 


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About the Author

pmwj14-sep2013-usher - AUTHOR IMAGEflag-australiaGreg Usher 


Greg Usher is a Principal with Point Project Management and is a Certified Practicing Project Director (CPPD). With over 15 years’ experience in the field of Project Management, Greg has successfully delivered Defence, Aged Care, Commercial, Industrial, Land Development and Residential projects both in Australia and Internationally. He is currently completing research for his Doctoral thesis, where he is investigating how Project Management disciplines can be used to develop better corporate strategies. Greg can be contacted at [email protected]

To see additional works by Greg Usher, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/greg-usher/