ABSTRACT
This chapter examines the implementation of strategy, which by its very nature involves organizational change. Upon choosing a preferred strategy, the next step is to implement that strategy with the aim of achieving specific objectives and eventually gaining or sustaining a competitive advantage. The chapter explores how tactics are developed for each objective, as are timelines and resources. To monitor progress, benchmarks and indicators can be developed using the SPORTS acronym. Strategy implementation often entails organizational change, so the chapter also examines the general concept of change. It is proposed to occur in four areas of the organization: people, structures and systems, technology, and products/services. The respective roles of entrepreneurship and innovation in the change process are examined before examining the different types of changes (strategic/operational, radical/convergent, and evolutionary/revolutionary) that can occur. The fact that each strategic initiative is unique is highlighted because strategic change is complex, situation-dependent, and continuous. It is also emphasized that while change can come from internal and external sources, external ones are more likely to lead to radical change, and regulatory agencies are a key external source of such change. In addition, as structure and strategy go hand in hand, there is a focus on organizational structure and design considerations. The concepts of complexity, formalization, and centralization are defined, leading to an exploration of design options for for-profit and non-profit sport organizations.
