Strategy Implementation: The Story of Start-ups

An increasing number of start-ups, a rising importance of strategy implementation but a lack of knowledge about strategy implementation at start-ups? This research compares the strategy implementation process of start-ups to the process of their incumbent colleagues. The starting point of this research are eight levers of successful strategy implementation. Results of this study showed that start-ups do not attach the same value to the same levers that incumbents do. For instance, cross-functional integration and collaboration, the exercising of strategic leadership and the strategic shaping of culture were not experienced as relevant (in contrast to incumbents). This study also tested organizational characteristics of start-ups and incumbents that were found in literature. Results showed that these characteristics are not present in every case. These findings also suggest that the hypothesis that incumbent organizations follow a mechanistic structure and start-ups follow an organic structure is too ad hoc.