Implementing strategy involves change to strucutre, culture and/or systems. They are continuously revisited, reviewed and redirected as the consequences of change arise.
You can't begin to change until you understand the causes of change, which can be internal or external.
Consequences of change depends on the situation. Different speeds and types of change will result in various internal and external issues, which act as resistance to change. This is stronger and harder to overcome where the change involves modifying the existing paradigm.
Strategic drift can happen when your strategy and your change fails to keep up with your external environment.
Johnson's Cultural web is a useful framework to help with change, particularly in identifying hard and soft factors.
Managing change is complex because so many interconnected things are affected. You need to have a high level view yet low level knowledge.
Managing change well is a capability and is a potential source of competitive advantage in itself.
To re-iterate, strategy implementation is part of a continuous strategic management process, and needs to consider the inter-relationships between the structure, systems and culture of your organisation. They are the organisational levers that you can operate to implement your strategy. Do not focus solely or too heavily on structure and control systems without considering culture too. Strategy implementation should take at least as long as strategy development.
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