ABSTRACT
This chapter explores the issues of quality of strategy, effectiveness in implementation and overall performance of the Cadbury business and also addresses The Seven Inconvenient Truths of Business Strategy. It also explores the ways and means of delivering the implementation of strategy through the mechanism of strategic plan whilst also ensuring the maintenance of its relevance. Terminology such as a relentless focus on execution emphasises redundancy and discontinuity compared to the more positive programme of continual strategy renewal. It is in the area of stakeholder engagement in particular that the dynamics of a formal learning organization becomes an imperative. The strategic change agenda then facilitates the roll-out of the shorter-term strategic objectives that are described in the strategic plan and contextualised in the structure of the strategy blueprint. The strategy blueprint itself is based on the same structure as the strategic architecture, but incorporates shorter-term issues of strategy as defined and articulated in the strategic plan.
