ABSTRACT
This chapter presents a meaningful method of implementing strategy – that is based on an assumption of continual renewal as opposed to a static, ritualised, annual strategic plan. The successful implementation of strategy has long eluded strategy practitioners who on the whole have been more responsible for its formulation rather than implementation. Treating the foregoing outcome as a priority, Alicia and recently appointed Executive General Manager, Strategy and Transformation, Charles Bakersfield, elected to commence the exercise with a program to be extracted from what they thought would be a final Strategy Blueprint for the aged care business. A much relieved Charles was now motivated to move forward with the implementation of the proposed Program of Continual Strategy Renewal. Fundamental to the success of the program was the construct of the Strategy Monitoring and Renewal mechanisms.
