Boards engagement in strategy execution towards growth and sustainability

Abstract

Strategic Management, a widely spoken attribute among organizations, exhibits their repute on a global platform. Employing strategy to shape the organizational growth is an approach which demands significant research, experience, intelligence and foresight to ensure its success at each level with in the organization. The customary view of strategy planning mirrors the board as the sole mindful power, with sharp consciousness of hierarchical perspectives, which incorporate assets, funds, constraints and difficulties. Later, when the strategy is taken off to organization and authority levels; an extensive part of the strategies lead to a tangled, messy and disengaged system. Reason behind poor strategy management in the execution phase is the lack of leadership initiatives by board members after strategy planning. This study reviews the role of board members in strategy formulation and challenges faced at Malaysian Government Link Companies (GLCs) particularly in the service sector. It is also looking at minimizing the strategy failure by enhancing the role of board members at deep-rooted levels of strategy execution. Keeping in mind the end goal to catch the rich information from GLCs, this exploration embraces qualitative methodology in it endeavors to investigate another dimension in strategy execution. Often challenged by the human perspectives at different levels, the higher lever board tends to limit their scope towards visualizing and rolling out a strategy. This paper addresses the conventional strategy management archetype and introducing the board room engagement at multiple levels, to make certain the organizational growth not for a short span but in a long run, hence ensuring organization sustainability.