THE PLACE OF ORGANISATIONAL CAPABILITIES IN
STRATEGY FORMULATION AND IMPLEMENTATION: AN
EXPLORATORY ANALYSIS
JULIANA B. AKAEGBU AND A. A. USORO
(Received 15 May 2017; Revision Accepted 7 July 2017)
ABSTRACT
One of the most difficult things to do when venturing on a project or strategy, is how to start it. To
implement a strategy is to change an organization or its processes of thinking, its processes of structure
and its process of culture. Literature abound that one way or another has enunciated the benefits to be
derived from maximizing organizational capability as a means of achieving competitive advantage.
However, there is very little research done on the role capabilities play in the formulation and
implementation of strategy. It is hereby pertinent to know that in order to implement a strategy, one
needs to positively change and effectively feed his/her capabilities. The paper therefore seeks to explore
extensively what capability and strategy are all about. It adopts the methodology of documentary
analysis of relevant literature, making the research process exploratory and expository. The paper finds
that there are nine stipulated steps in the process of formulating a strategy; the five essential capabilities
and three levels of strategy were also noted. The need for organizational capability was emphatically
emphasized, as well as, its place in strategy implementation. The paper therefore recommends amongst
other things, that organization do periodic organizational capability audit in order to be always proactive
enough to meet its goals and objectives and hence achieve competitive advantage.
KEYWORDS: Organisational capabilities, strategies, innovation and competitive advantage.
INTRODUCTION
Strategic issues are difficult to manage
because of the subjectivity involved in their
direction and diagnosis. The market for strategic
issues in organization has to be made explicit
and expressive. The level of capability goes a
long way to help achieve this. Strategies are best
driven by the organizational capabilities. They
serve as the vehicles for translating individual
concerns into organizational actions. Veskaisri,
Chan and Pollard (2007) posit that, without a
clearly defined strategy, a business will have no
sustainable basis for creating and maintaining a
competitive advantage in the industry where it
operates.
As businesses compete with one another
for customers, market share and revenue, they
employ tactics according to deliberate strategies.
The process of shaping strategies and putting
them into action is the responsibility of a business
leadership. However, not all businesses have the
same advantages when it comes to developing
and employing strategy. An organization’s
competitive position is enabled by its ability to
perform at a high level in differentiated ways, in
short, its strategic success is enabled by
distinctive organizational capabilities.
Organisational capability is simply conceptualised
as a business's ability to successfully utilise
competitive strategies to survive and increase it
value in an industry.
In today’s dynamic world, we face the
ongoing need to identify and develop new
capabilities to respond to changing customer
demands to competitive threats. Failing to do so
can put an organization at risk of becoming
obsolete. With the emergence of the knowledge
39
Juliana B. Akaegbu, Department of Business Management, Faculty of Management Sciences,
University of Calabar, Calabar, Nigeria.
A. A. Usoro, Department of Business Management, Faculty of Management Sciences, University of
Calabar, Calabar, Nigeria.
era, it has become widely recognized that the
intangible assets of an enterprise will be key to
both its ability to create competitive advantage
and to grow at an accelerated pace.
Organization exist as the vehicle through
which resources are transformed into outputs,
delivered to the necessary channels and desired
goals and objectives achieved. However we look
at it, we all need organization, at one point or
another. There is therefore, this constant need to
attend to the needs and demands of the
customers. This can only be made possible when
the capabilities of the organization are effectively
and efficiently matched with the strategy in
operation. Not much has been done in this
direction, as to aid the appreciation of such
capabilities in the life of an organization. This
paper would contribute in filling this gap and
foster proper understanding of the need to
recognize the different capabilities that drive
organisation's competitive advantage.
This research work examines the place
of capabilities in strategy. The work is driven out
of the desire to ascertain why organizational
capabilities are not well appreciated in the
formulation and implementation processes of
strategy in organizations. This research is
significant in numerous ways, it would bring to
focus how organizational capabilities can be
integrated into strategy processes in order to
sustain and further improve effectiveness and
efficiency. It would broaden our knowledge and
increase our understanding regarding the subject
under study base on the indebt literature
expositions carried out. The content and context
of organizational capabilities would be better
appreciated to further improve on organizational
productivity, through adequate utilization of the
skills and experiences of employees. The
research work would also serve as a medium of
advancing the frontiers of knowledge for future
researchers on the subject.
This paper adopts the methodology of
documentary analysis of current literature which
enhances critical and contextual examination of
issues. Understanding how strategies are
formulated and executed is of serious concern
both to the people and the organization at large
and as such attracts a plethora of scholarly
commentaries. The paper therefore employs an
exploratory and narrative methodology where
critical review of existing puny literature was
carried out. From the foregoing, the objective of
this paper is to determine the place of capabilities
(organizational or strategic) in the formulation
and implementation of the strategic process.
The paper is therefore divided into five
sections. The first section deals with the
introduction, statement of the problem,
significance of the study and methodology. The
literature review which deals with the concepts of
strategy, organizational capabilities and
competitive strategy is presented in section two.
Section three states the theoretical framework,
the resource-based theory, and this is followed by
section four as conclusion. Section five which is
the last section outlines the recommendations.
2.0 LITERATURE REVIEW
2.1 Organizational capabilities
This is simply the ability to perform or
achieve certain actions or outcomes. These refer
to a business's ability to successfully employ
competitive strategies that allow it to survive and
increase its value, overtime. They focus on the
organization’s assets, resources and market
position, projecting how well it will be able to
employ strategies in the future. There is no single
method or universal metric for measuring or
noting capabilities.
According to Smallwood and Ulrich
(2004) organizational capabilities emerge when a
company delivers on the combined competencies
and abilities of its individuals. Organisational
capabilities enable a company to turn its
technical know-how into results. The ability of an
enterprise to operate its day to day business as
well as grow, adapt, and seek competitive
advantage in the market place. The notion of
capability has been extended into that of dynamic
capabilities (Eisenhardt & Martin, 2000).
If organization wants to improve its
strategy execution rate, the first place to start is
to agree on what really constitutes organizational
capabilities. Capabilities comprise the ability and
capacity of an organization expressed in terms of
its human resources (quality, number, skills and
experience), physical and material resources
(machines, land, buildings), financial resources
(money and credit), information resources (pool
of knowledge, databases) and intellectual
resources (copyrights, designs and patents etc).
According to Gill and Delahaye (n.d.)
organizational capability is defined as the
embodied knowledge set that supports
competitive advantage through innovation and
flexibility gained by building alignment between
the expertise of the individuals in the workforce.
Kelchner (2016) sees organizational capability as
the company’s ability to manage resources, such
40 JULIANA B. AKAEGBU AND A. A. USORO
as employees, effectively to gain an advantage
over competitors. The company’s organizational
capability must focus on the business ability to
meet customer's demand.
In a bid to articulate the capabilities
required to create new opportunity to which
financial capital can be applied, one must ensure
that capabilities move to the centre of the
organisation’s strategic planning framework. The
objectives, responses and business models of
the enterprise can best be calibrated on the basis
of the capabilities of the organization. The pace
at which an organization can grow is, in large
part, determined by the speed at which it can
generate and configure its capabilities in
response to challenges encountered in that
changing market place. This is further explained
in the capability dimension model presented
below in Figure 1.
The rapid shift of customer preferences
and market trends imposes a need for the
acquisition of capabilities at an equally
accelerated pace. Each competitor aims to shape
the market to its strength in order to achieve a
preeminent position. Organizational capabilities,
according to Kelchner (2016) need to be unique
to the organization to prevent application by
competitors. Organizational capability plays an
enormous role in the strategy of an organization:
it aids in achieving strategic competitive
advantage. This can be seen when an
organization creates new capabilities and
develop existing ones, they tend to maintain
advantage over competition.
- There would be improved customer
relationships which would in turn ensure
continued growth in the market. The
relationship between organization and its
customers, as an organizational
capability, affects sales, loyalty and
reputation in the future business.
- Maintaining a talented workplace is an
organizational capability that ensures
they have the resources to improve
continuously.
The capabilities an organization
possesses would drive the attainment of its
strategic plan. The different levels of strategy,
directly or indirectly need the effective application
of organizational capabilities in order to make a
head way. Strategic plans provide guidance for
the preparation of functional plans and business
budget (Butuner, 2016). Functional strategic
plans help in implementation by organising and
activating specific units of the business strategy
(marketing, finance, production, etc) in order to
pursue the business strategy in daily activities.
THE PLACE OF ORGANISATIONAL CAPABILITIES IN STRATEGY FORMULATION AND IMPLEMENTATION 41
2.1.1 Capability dimension model
FIG. 1: Capability dimension model
Source: Authors’ Conceptualized Model (2017)
This model shows some of the building
blocks that, as an integrated set, serves as the
foundation of an organizational capability. These
elements can be helpful for execution to keep in
mind when considering adapting or building
capabilities needed to support company’s
strategy. Organizational capabilities transcend
through the talents of the people in the
organization, the mission (personal and
collective) of the people and the insights they
derive, being integrated into the existing
technological processes as well as mode of
operation in the system. The talents (skills and
abilities) of an employee need to be first
discovered, in other to be groomed to suit the
best job role. The personal mission of the people
needs to align with the general mission of the
organization for productivity to be achieved. The
capacity of the software and hardware needs to
be in line with the capabilities of the people in the
organization for efficient and effective purposes.
Integration could come in form of training,
workshops, technical exploration by either an inhouse expert or an out-sourced consultant. This
would create a balance in understanding the
processes and activities of the job to be carried
out. All the variables in the model are
interconnected and working together to achieve a
ORGANIZATIONAL CAPABILITY DIMENSIONS
TALENTS
Skills
Incentive
Workforce planning
that enable an optimal
talent base to execute
capability
MISSION
The process of a
capability, how it will
operate and what it will
deliver
The mission is
delivered directly from
the company strategy
INSIGHTS
The information
analytics and decision
flow that drive more
informed and timely
decisions making
INTEGRATION
Clear roles, decision
rights and policies
that inform the
organizational
structure
PROCESS
An integrated set of
processes and
activities to achieve
a desired outcome
TECHNOLOGY
The technologies (software
and hardware capacity)
42 JULIANA B. AKAEGBU AND A. A. USORO
capability synergy in the strategy formulation and
implementation process of an organization.
2.1.2 The significance of capability
It is seen as a major component in
remaining financially viable and growing despite
the presence of competition in a free market.
Many people tend to track strategic capability by
trying to invest their money into businesses with
reasonable chances of future success and
growth. Employees do so in order to identify
businesses that are stable and likely to go under
or those that need to cut costs through layoffs.
Business leaders on the one part, track it not only
for their own companies but also for competitors
to better understand the markets in which they
operate. Also, financial analysts and government
regulatory agencies on the other part, have
interests in strategic capabilities since these play
a role on how they value and monitor businesses.
Companies can improve on this track
record by paying greater attention to the
capabilities they need to successfully implement
their strategy. Doing so, starts with understanding
exactly what capabilities are and what they are
not, as well as determining which capabilities are
strategic i.e., are vital to the effective execution of
a particular strategy which are core to
competitive performance and which are
fundamental abilities that a company must have
to be a viable competitor. It also involves defining
these capabilities, especially strategic ones, at a
much fine level of detail to make it clear what the
organization is hoping to accomplish with them.
2.1.3 Five essential capabilities for
organizational success
Leadership: Silva (2016) sees
leadership as easily effective if only it achieves its
desired results. According to Bennis and
Townsend (1995) leadership is the capacity to
create a compelling vision and to translate vision
into organizational realities. This is often
perceived as a set of people at the top of the
organization but it is actually a skill that can and
should exist at every level. Leadership is the
capability to inspire and motivate people to fulfil a
mission. At the top of the organization, it includes
directing others while at lower levels, it is
accomplished through influencing others. Your
company’s leadership performance has a lot to
do with how much the organization can
accomplish in a given amount of time.
Collaboration: collaboration can
reinvigorate organization by fully engaging
employees, improving retention among them and
increasing innovation. Kelly (2015) sees
collaboration as a process with associated
behaviour that can be taught and developed. A
process governed by a set of norms and
behaviours that maximize individual contribution
while leveraging on the collective intelligence of
everyone involved. Collaboration is also seen as
a durable relationship that brings previously
separate organizations into a new structure with
commitment to a commonly defined mission,
structure, or planning effort (Perrault, McClelland,
Austin & Sipeppert, 2011). This is the ability to
work productively with others. At the low end of
performance, collaboration provides the ability to
effectively break down complex tasks and
distribute the parts across a group of people or
organisations. At higher levels of performance,
collaboration creates organizational synergy,
producing a performance boost where the whole
is greater than the sum of its parts. Some
organizations might require a higher degree of
collaboration than others but every organization
needs to collaborate at some level.
Adaptability: This refers to modification
and alteration in the organization and its
components in order to adjust to changes in the
external environment (Sirinthon & Phapruke,
2010). Adaptation, according to Dreyer and
Gronhaug (2004) is seen as an important
capability for survival and success. At no time in
our history has adaptability been so critical. It is
the organisation’s ability to give up the existing
skills, processes and technologies that have led
to its past success and create new skills and
approaches that ensure success tomorrow.
Organisations need to be adaptable just to
survive and highly adaptable if they expect to
thrive.
Creativity: Creativity is the creation of a
valuable, useful new product, service, idea,
procedure, or process by individuals working
together in a complex social system (Woodman,
Sawyer & Griffin, 1993). The problems we face
today are much more complex and time critical
than those of the past. They often cannot be
solved by brute force alone. Creativity describes
the organisation’s ability to think differently and
allow different thinking to influence day to day
and strategic decisions. At the low end of the
performance curve, organisations can be trapped
in tradition and best practices, unable to solve
persistent problems. At the high end, they are
THE PLACE OF ORGANISATIONAL CAPABILITIES IN STRATEGY FORMULATION AND IMPLEMENTATION 43
often challenged to prioritize among numerous
new ideas.
Innovation: This goes beyond creativity
to turning creative ideas into reality. Innovation
culture increases decision making
comprehensiveness via managerial activation
(Moham, Voss & Jimenez, 2017). It is the ability
to translate a good concept into a compelling
value proposition that others are willing to
support and invest in. In the same way that
national culture influences individuals’
behavioural dispositions, so also organizational
culture can activate one’s innovative skills. When
innovation ability is high, companies go beyond
innovative products to design innovative
processes, organizational structures,
management practices and employment
engagement approaches.
These five capabilities permeate the
entire organization and every individual
employee. Functional units can be established to
act as centres of excellence that support and
encourage the development of these capabilities,
but that is not where the value resides. Yet each
of these capabilities is essential for a high
performing organization.
2.2 Concept of strategy
There is no unified meaning as to what
strategy means. It is often used to refer to varying
number of things. It could be seen as a plan or
course of action or a set of decision rules making
a pattern or creating a common thread. It can
also be seen as the pattern or common thread
related to the organization’s activities which are
derived from the policies, objectives and goals.
Kazmi (2008) defines strategy as the
means to archiving objectives. It is seen as one
of the most significant concepts to have emerged
in the subject of management studies in the
recent past. To Andrews (1980), strategy is the
pattern of decision in a company that determines
and reveals its objectives, purposes or goals, and
defines the range of businesses the company is
to pursue, the kind of economic and human
organization it is or intends to be, and the nature
of the economic and the non-economic
contribution it intends to make to its
shareholders, employees, customers and
communities.
Strategies are business approaches to a
set of competitive moves that are designed to
generate a successful outcome (Rowe, 2008). It
is seen as the determination of the basic long
term goals and objectives of an enterprise, and
the adoption of courses of action and the
allocation of resources necessary for achieving
these goals. It is primarily referred to as the roadmap laid out by an organization to ensure that an
organization achieves the set targets in order to
sustain and grow in an increasing competitive
world. O’Regan, Sim and Gallear (2008) define
strategy as an organization's main path of
achieving overall corporate objectives and
fundamental strategic goals, which in return
create long term superior performance.
2.2.1 Competitive strategy
Since capability fosters competitive
advantage of a strategy, what then is competitive
strategy about? Porter (1986) believes that, in
considering competitive strategy, two main issues
have to be emphasized: industry attractiveness
and competitive position. Competitive strategy
must evolve from an understanding of the rules of
competition that determine an industry’s
attractiveness. Mohsenzadeh and Ahmadian
(2016) opine that competitive strategies mediate
production capabilities in an organization. The
ultimate goal of a firm’s competitive strategy is to
deal with or modify the rules to the advantage of
the firm. Porter (1986) outlines an industry as
having five competitive forces as – supplier
power, buyer/customer power, substitute threat,
exit/entry threat, and industry rivalry.
Kitching, Blackburn, Smallbone and
Dixon (2009) affirm that the main motive of
competitive strategy is to provide answers to two
fundamental questions – i.e., what is the
business doing, and how do firms compete in the
rapid changing environment? Organizations
adapt to environmental forces as they plan and
carry out strategic activities. Predicting changes
in the environment and acting proactively are all
indices of an organisation’s capabilities (Adeleke,
Ogundele & Oyenuga, 2008; Uvah, 2005).
Strategies should be capable of producing
intended results. Consistency of the strategy and
its components should be well emphasized the
need to gain competitive edge. This is why
Oghojafor (2000) asserts that any strategy that
does not provide a particular advantage to an
organization against its rivals should be
discarded.
2.2.2 Strategy formulation process
Formulating strategy requires sixth sense
and rational reasoning (Oyewobi, Windapo,
Cattel & Rotimi, n. d.). The need for proactive
thinking when formulating strategy is highly
44 JULIANA B. AKAEGBU AND A. A. USORO
emphasized in the works of Barney (2001) as
well as Priem & Butler (2001). The following are
the nine (9) steps taken at arriving at a welldefined strategy.
1. Formulating the company’s mission
including broad statements about mission
2. Conduct an analysis that reflects the
company’s internal conditions and
capabilities, i.e. trying to analyse those
things that are very strategic, that give
the firm advantage over others. The
essence of doing so, is to check
resources, personnel, etc, to know how
best to operate.
3. Assess the external factors
4. Analyzing the company’s options by
matching its resources with the external
environment
5. Identify the most desirable options
(strategies) by evaluating each of the
options in likes of the company’s mission
6. Select a set of long term objectives and
grand strategies that would achieve the
most desirable result.
7. Develop annual objectives and short term
strategies that are compatible to the
selected set of long term objectives and
grand strategies
8. Implementing a strategic choice by
means of budgeted resource allocation,
in which the margin of tax, people,
structure, technologies and reward
system is emphasized.
9. Evaluate the success of the strategic
process as a yardstick for future decision
making. Trying to see if the aim of the
strategy is successful or not. This would
aid future application of such strategy.
Babafemi (2015) opines that strategy
formulation process comprises three main
elements that help turn an organisation’s vision
or mission into concrete achievable. They are
namely strategic analysis, strategic choice and
strategic implementation. The strategic analysis
encompasses setting the organizations direction
in terms of vision, mission and business
environment. Strategic choice involves
generating, evaluating and selecting the most
appropriate strategy, while the strategy
implementation consists of putting in place the
relevant policies and formulating framework that
will aid in translating chosen strategy into
actionable forms.
2.2.3 Levels of strategy
The three organizational levels of
strategy are those of the corporate, strategic
business unit (SBU) and functional levels. They
can be further simplified into different other types.
Corporate strategy level: This is seen
as an overarching plan of action covering the
various functions that are performed by different
business units. It deals with the objectives of the
company, allocation of resources and
coordination of the business units for optimal
performance. Corporate level strategies are
basically about decisions related to managing
and nurturing a portfolio of businesses. It helps to
exercise the choice of direction that an
organization adopts. According to Glueck &
Jauch (1984) there are four strategic alternatives:
expansion, stability, retrenchment and any
combination of these three.
Business level strategy: This is a
comprehensive plan providing objectives for
SBUs, allocation of resources among functional
areas and coordination between them for making
optimal contribution to the achievement of the
corporate level objectives. They are the courses
of action adopted by an organisation for each of
its businesses separately, which serve identified
customer groups and provide value to the
customer by satisfaction of their needs. In the
process, the organization uses its competencies
to gain, sustain and enhance its strategic or
competitive advantage.
Functional level strategy: This deals
with a relatively restricted plan, providing
objectives for certain functions, allocating
resources among different operations within that
functional area and coordination between them
for optimal contribution to the achievement of the
SBU and corporate level objectives. It is
designed to achieve goals in the functional areas
of business. It entails allocation of these
resources to drive business and corporate
strategies implementation.
2.3 The place of capabilities in strategy
Strategy processes change under
different transitions as from craft to mass
production. Recently, it has become evident that
the current landscape in many industries is one
of ongoing, heightened levels of competition,
which demand that a range of capabilities,
including flexibility, delivery speed and innovation
are in place. These approaches have emerged
THE PLACE OF ORGANISATIONAL CAPABILITIES IN STRATEGY FORMULATION AND IMPLEMENTATION 45
as a result of increased competition and greater
levels of customer choice. Developing
capabilities demands that a strategy be in place
to achieve these requirements (Brown, 1998).
Successful competitors move quickly in
and out of products, market and sometimes even
entire businesses, a process more akin to an
interactive video game than to chess. In such an
environment, the essence of strategy is not the
structure of a company’s products and markets
but the dynamics of its behaviour. The goal here
is to identify and develop the hard-to-imitate
organizational capabilities that distinguish a
company from its competition in the eyes of
companies. Stalk, Evans and Shulman (1992)
believe that the key to transforming a set of
individual business processes, is to connect them
to real customer needs. A capability is strategic
only when it begins and ends with the customer.
Smallwood and Ulrich (2004) see capabilities as
the collective skills, abilities and expertise of an
organization that are the outcome of investments
in staffing, training, compensation,
communication and other human resources
areas.
In some manner, they represent the ways
that people and resources are brought together
to accomplish work. According to Mikalef and
Pateli (2017), dynamic capabilities facilitate as
well as enhance competitive performance
strategy in organizations. They form the identity
and personality of the organization by defining
what it is good at doing and, in the end, what it is.
Here, we are looking at organizational
capabilities and its essence in strategy
formulation and implementation. An organization
with an effective organizational capability range,
gives a clear message of what the organization
values now and in the foreseeable future.
Through organizational capabilities in strategy,
these benefits can be achieved (Ulrick & Lake,
1991):
1. Greater stability
2. Individuals in the organization are more
informed and empowered
3. There are reduced risks and stronger
competitive advantages. Greater
flexibility and innovation to respond to
changing external influences
4. Acts as a strategic partner and improving
stakeholder satisfaction
3.0 Theoretical framework
This paper is based on the resource
based theory of the firm which tends to combine
concepts from organisational economics and
strategic management (Barney,1991). This theory
emphasizes that the competitive advantage and
superior performance of an organization can be
explained by its distinctiveness of capabilities
(Johnson, Scholes & Whittington, 2008). The
resource-based view (RBV) as a basis for
competitive advantage lies primarily in the
application of diverse valuable tangible or
intangible resources at the firm’s disposal. To
transform a short run competitive advantage into
a sustainable one, requires the heterogeneity of
these resources. This effectively translates to
valuable resources that are neither perfectly
imitable nor substitutable without great effort
(Barney, 1991).
Strategy is seen as a match an
organization makes between its internal
resources and skills and opportunities and risks
created by its external environment (Olanipekun,
Abioro, Akanni, Arulogun & Rabiu, 2015). The
resources and capabilities of a firm are the
central consideration in formulating its strategy;
they are the basis upon which a firm can
establish its identity and frame its strategy. The
key to a resource-based approach to strategy
formulation is understanding the relationships
between resources, capabilities, and competitive
advantage. This theory has a common interest
for management researchers and numerous
writings. It explains the ability to deliver
sustainable competitive advantage when
resources are managed such that their outcomes
cannot be imitated by competitors, which
ultimately creates a competitive barrier. It
emphasizes the fact that a firm’s sustainable
competitive advantage is reached by virtue of
unique resources being rare, valuable, inimitable,
unsubstitutable, as well as firm specific.
CONCLUSION
Organisations are said to be operating in
a turbulent and hyper competitive environment,
and it is their desire to continue to operate
successfully by creating and delivering superior
value to their customers while also learning how
to adapt to a continuous and dynamic business
environment. Strategies normally tend to be
clear, to some extent, regarding their vision and
high level outcomes when they are first
developed. However, literature explored so far in
the study, show that many formulated
organizational strategies do not take into account
the necessary capabilities needed. As a result,
46 JULIANA B. AKAEGBU AND A. A. USORO
they may face significant difficulties in articulating
their requirements in terms of clear objectives,
actionable initiatives as well as precise and
measurable performance indicators. It should
therefore be the goal of every organization to
reduce complexity where and whenever deemed
necessary, and try to maximize their different
capabilities therein.
RECOMMENDATIONS
The paper explored the position
capability takes in the formulation and
implementation of the strategies adopted in
organisations. The practical implication shows
that implementation success of any strategy
resides within the capabilities of the firm and so
practitioners must constantly sharpen the internal
competences. Based on the findings made in the
course of exploring, the subject matter, it is
therefore recommended that:
1. The strategy formulation and
implementation practices needs
continuous and sustained supervision,
improvement and adequate funding in
view of it importance.
2. Organization should have a well-
conceived strategic vision that must be
communicated to all employees, because
this amounts to strengthening its
capabilities
3. It is imperative to emphasise that there
be an organizational capability audit from
time to time. This is to enable the
organization check its ability to carry out
any form of strategy when need arises.
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