Choiceless Doer Model

According to the accepted dogma, strategy is the province of top

managers, who, frequently assisted by outside consultants, create it
before handing over its implementation to the rest of the company.

The prevalent metaphor that guides our understanding of this

process is that of the human body. Mind thinks and hand executes.
The strategy-execution model fails to achieve organization strategic
goal due to different reasons. I take assumption that the role of
frontline worker is only executing strategic direction from top
managers, and it doesn’t offer them to take part in formulation of
the strategy. Because of this front liner feel they are not part of the
work and feel disconnected. They also refrain from taking
responsibility on their work which hinders the organization human
resource not to operate at its optimum capacity. In such
environment workers are assumed to take responsibly for any
failure and top managers take credit for success. This is
management malpractice; it’s not fair and it reduces workers
engagement.

Strategy Choice Cascade

In this approach strategy is formulated at different stages of
leadership. At all levels there is gap in which leaders exercise
decision making leader at top level put strategic decision that is
abstract and general. Leaders at lower level make specific decision
which enable them to operate effectively. Since this approach
enables decision making at levels employ feels that their input is
important, and they are putting something that contribute to the
success of the organization. In this environment information flow is
easy as the front-line employee do not hesitate on giving
information which help top managers formulate good strategy.
Front-line employee monitors satisfaction of customers and since
have power to make some operational decision, make some changes
in their own situation.
This cascade is comprised of five key elements:

1. The winning aspiration. This phase is all about establishing what

the organization aims to achieve and what would make it
successful. 
2. Where to play. The playing field on which the project will
compete.
3. How to win. How to come out on top. Winning implies
outperforming competitors in terms of the customer value
equation. There are two approaches to achieve a competitive
edge, becoming either a differentiator or a cost leader.
4. Capabilities. The set of activities that a team must complete in
order to gain a competitive edge.
 5. Management Systems. Metrics and Systems that facilitate the
capabilities and choices that constitute the strategy.

Execution is not distinct from strategy.

Strategy consists of both strategic objective and how the strategy
must be executed. If strategy is good enough on to meet its goals
and clearly show how implementation must be done, we can call it
brilliant strategy. But If strategy fails to hit its objective, one cannot
blame execution as separate part. If a strategy produces poor
results, how can we argue that it is brilliant? So, when result went
wrong strategy, itself must be reviewed and necessary correction
must be done. You need solid strategy in order to have successful
execution. The majority of people would concur that solid execution
is essential to successful results.

Any skilled strategist is aware that strategy is more

than just making catchy statements. In order to
optimize long-term value, you must make a number of
decisions on where to play and how to win. Results are
being produced as a result of the decisions that have
been made. As a result, excellent strategy is essential to
good execution.