전략 실행과 변화에 대한 오해
Misunderstanding about Strategy Implementation and Change
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(입장과 실천) 전략을 연구하고 가르치고 또 실무자들에게 조언을 해 주는 역할을 하는 전략경영학회의 회원들이 전략과 관련하여 실무자들에게서 가장 듣는 말이 아마도 “전략은 좋았는데 실행이 잘 안 됐다”일 것이다. 이 말은 사실인가? 본 연구에서는 이 말은 정확하지 않으며, 전략 수립과 실행의 관계에 대한 오해와 전략 수립과 실행의 주체에 대한 혼란이 이런 표현을 낳는다고 주장한다. 전략의 개념과 구성요소를 되짚어 봄으로써 이것이 일종의 오해라는 결론에 도달해 본다. 또한, 이러한 오해를 풀어주지 못하는 뿌리에는 전략 실행과 변화에 대한 이해와 통찰에 대한 연구가 부족한 것이 이유이며 왜 전략 수립 연구에 비해 상대적으로 부족한지에 대해서 논한다. 마지막으로, 실무자들에게도 유용하며 권위 있는 조언을 가능하게 해 줄 실질적인 전략 실행 연구가 이루어지기 위해서 어떻게 접근할 수 있을지에 대한 견해도 제시한다.
Abstract
“Strategy was good but implementation was bad” may be one of the most common expressions regarding strategy. Is this statement true? This paper posits that this is a wrong statement stemming from a misunderstanding about the relationship between strategy formulation and implementation as well as the main agents of strategy formulation and implementation. This position is derived by revisiting the concept of strategy, focusing on its components and structure. Furthermore, this paper discusses the strategy academic community’s inability to clearly address such misunderstandings. I also trace the root of problem back to our (i.e., academics) own lack of understanding and insight from relatively scant research effort on strategy implementation and change, and think about why that has happened. Finally, this paper offers possible approaches toward pragmatic strategy implementation research which may offer, with authority, useful advice to practicing managers.
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