I have my own thoughts about that but don't wish to offer a "shoot from the hip" argument here.
But if people are arguing that operations (implementation) is harder than strategy it could be because - often - the operations people are labouring for an enterprise that doesn't really know what it is, or where it wants to go.
As Shelley Dunstone has been saying - perhaps implementation is hard when strategy is bad.
I think rumours the death of strategy have been greatly exaggerated. But if it has been killed then who's responsible?
My answer: Strategy has been killed by the people who've used it as a place to hide.
People who turn up to work and instead of calling a customer, delivering a product, taking a hard chat to an employee or any number of other productive tasks - they say "I'm working on strategy".
Or when a clever idea comes from the floor and gets cut down with "it's not our business - its not consistent with our strategy" but the naysayers have trouble saying exactly what that strategy is.
Strategy - the big picture planning - is very important. And it deserves better than to be used as a way of ducking a day's work. That's what has trashed the reputation of "strategy" as an activity and led to rumours of its death.
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