You highlighted some good challenges that managers must address when looking to operationalize a strategy. As you pointed out, change will occur and the process can be complicated when different sections go about implementing change but using different tactics. You’re also correct about the insufficient support that can be received from other business units due to various reasons. In regards to the example that you posted about the nurses, can good incentives and organizational design generate interest and the motivation to make staff move towards the goals of the strategy? Could the proper incentives improve collaborate and contribute to making sure that everyone is on the same page? Arguably, the greatest challenge in operationalizing strategy across business functions is properly coordinating changes to align with the objectives of the organization. This means that there is a potential issue wherein managers might find it difficult to apply these mandates to various units within departments. The problem can happen in departments where change is implemented and integrated differently. Sull, Homkes, and Sull (2015) provide “managers say they are three times more likely to miss performance commitments because of insufficient support from other units than because of their own teams’ failure to deliver.” (p.1). Ineffective coordination can result to poor responses to strategies and longer time to adjust to provided expectations. Applying the case to nursing, the strategy of applying a new balanced scorecard for management can be problematic if nursing managers are not able to properly delegate these changes as it applies to different departments. One department may still be using the old system and finds it burdensome to implement the new one. Another issue is in terms of commitment wherein some nursing departments fail to meet required commitments due to large amounts of workload and administrative duties. The understanding of structure can also impede execution as changes can be interpreted differently. These hindrances create problems in helping align to new mandates implemented by the organization. References: Sull, D., Homkes, R. and Sull, C. (March 2015). Why Strategy Execution Unravels-and What To Do About It. Harvard Business Review. Retrieved from https://hbr.org/2015
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