The current environment is continuously changing and in line with the changes and improvements, The complexity also is increasing. Now To accordance with these changes and developments and its complications, what predictions and arrangements should be considered? Organizations and companies what tools are need to survive and prosper in this environment? There is a paradigmatic that accepted by all experts in the field of management and organization, the existence of a comprehensive strategy and flexible that can guarantee leading organizations. Again, the question arises that whether only the establishment of an ideal strategy is enough? The main purpose of the article is responding to this question; because we checked whatever in studies, we concluded that the design of a good strategy is not guarantee of achieving to the desired results. Type of study is review study and in terms of the method is a descriptive study. The results from this study express that what are reasons of failure the strategies and were not good expected results. The items that can be one of the causes of failure and poor results of the implementation of the strategies mentioned, Implementation incorrectly and lack of the stage before it that is the "execution of strategy". In this article we have tried to express the most important stage of the Implementation and execution of strategy and described barriers in stages of strategy.

Scholars of strategy refer to the leadership as one of the most important parameters in success or failure of strategic plans. However, there are just a few studies that so far have deeply investigated the role of the specific leadership style in the strategy implementation process. To fill this gap, the current empirical surveys the role of, and evaluates four factors namely innovation capability, organizational commitment, organizational learning and employee motivation in this relationship. Data gathered from a sample of 250 senior level managers of the industrial equipment and utilities contractors and analysis were done by regression models. Findings acknowledged the relationship between transformational leadership and strategy implementation and showed that the most important functionality of transformational leadership in strategy implementation is in developing commitment and motivation; and this leadership style could prepare the organization for successful attainment of the strategic goals and facilitation of the strategy implementation with innovation, commitment, learning and motivation...

Objective Supply chains increasingly rely on information technology and real-time updates within networks. Emerging technologies, integral to the Fourth Industrial Revolution, view the intelligent supply chain as a crucial component. Smart technology, with its unique blend of advanced features, has immense potential to transform supply chain operations from inception to performance enhancement. This fusion includes concepts such as artificial intelligence, the Internet of Things, virtual reality, augmented reality, extended reality, blockchain, and more. These intelligent technologies facilitate supply chain monitoring by tracking equipment and processes. This research aimed to design a balanced implementation strategy for smart technology in supply chain management using a descriptive approach.   Methods To achieve this feat, data were collected through a purposeful and criteria-based sampling method, involving university-educated experts in business management across various marketing, strategic, and e-commerce fields. A semi-structured interview format and thematic analysis were employed to analyze the data. The qualitative section included 11 participants, based on theoretical saturation. SWOT analysis was utilized to examine the internal and external factors influencing the supply chain. Subsequently, the Analytical Hierarchy Process (AHP) was applied to rank and determine the impact of each factor based on the qualitative results.   Results The research findings identified and categorized concepts into four central criteria within a SWOT matrix: opportunity, strength, weakness, and threat, along with 28 sub-criteria. The results indicated that, among the opportunity themes, the highest priority was given to the synchronization of material, financial, and informational flow management, with a weight of 0.517. For the strength themes, ensuring transparency in the interaction among supply chain participants was the top priority, with a weight of 0.80. Within the weakness themes, the increase in costs due to the implementation of smart technology was the most significant, with a weight of 0.557. As for the threat themes, the absence of a global standard to ensure supply chain security was the primary concern, with a weight of 0.460. Consequently, these insights guided the ideation process and the development of a comprehensive strategy for managing, developing, and enhancing smart technology in supply chain management.   Conclusion The study's findings confirm the high potential of smart technologies to optimize supply chain management. Implementing a systematic approach enables the evaluation of perspectives (advantages and challenges) and their integrated application. The development of alternative strategies stems from this systematic approach, which involves comprehensive studies of external and internal factors, their interrelationships, and the assessment of opportunities and potential threats. This paper significantly enriches the current marketing literature by demonstrating how smart technologies enhance supply chain management, addressing an issue previously overlooked in research.

One of the main topics in the discussion of strategic planning is the implementation of the strategy and its execution, especially in hierarchical organizations. Accordingly, the main question of the research is what is the optimal pattern of implementation and execution of strategy in hierarchical organizations of the army? This research is of exploratory-descriptive type and is applied-developmental in terms of purpose. The data collection method of this research includes library studies, interviews with experts and a questionnaire. The present study was conducted by a mixed method (in both qualitative and quantitative sections), so that using library studies and content analysis of the literature, as well as interviews with 23 experts, the final model of implementation and execution of the strategy is presented. Also, in the quantitative part, in order to test the model, according to the statistical population, which was estimated to be about 120 people, based on Cochran's formula, the number of samples was calculated equal to 92 people and a researcher-made questionnaire was sent to them. Of these, 83 questionnaires were collected and structural equations were modeled and tested. The good fit criterion for the overall model fit is calculated to be 0. 73, which indicates the strong fit of the model.

From 1992, There have been discussions about the problems of implementation of financial indexes for performance evaluation, Also the measurement of intangible assets and eliminate the gap between definition and implementation of strategy, have interested the managers to consider the balanced scorecard and strategy map.This article investigates strategy map and its outcomes and challenges in two Iranian organizations.The Case study method and interview tool were selected for this applied research as research methodology.The samples in this research are two Iranian organizations that have applied this tool.The results indicate that implementation of strategy map, has helped organizations to empower team working and align organizational, informational and human capital with the organization strategies.In spite of some cultural and managerial problems, deploying this model has helped organizational development.

Platform-based banking is one of the most innovative trends in the banking industry that has attracted the attention of many major banks around the world and Iran by providing a variety of APIs for major corporate consumers and fintechs. The purpose of this paper is to utilize banking expert views for developing a conceptual model of platform-based banking strategy implementation in Iranian commercial banks. To achieve the stated purpose, and through targeted sampling, the data of twenty banking experts were collected and analyzed through semi-structured interviews, and using the data-driven theory approach, a platform-based banking strategy implementation model was presented. The findings of this qualitative research show that this model has six components: economic management and banking process reform, customer experience management, infrastructure engineering and implementation mechanisms, digital and data-based strategic management of customers, and achievement of structural productivity and digital governance facilitation through knowledge partnership with competitors. Also, development and implementation of platform-based banking model depends on the superior management of these components. The results showed that the platform-based implementation model can be classified into 51 components, 25 sub-categories and 6 main categories.

This research performed to provide a framework for improving the effectiveness of strategic plans implementation. Two main questions of this survey devoted to the nature of the obstacles to the strategic plan implementation and also the prioritizing interaction between these obstacles to strategy implementation. The questionnaire for this survey was designed following the literature review and gathering the most important cited obstacles; which then applied to 112 managers and senior experts of pharmaceutical manufacturers that their firms were members of Iranian owners of Human Pharmaceutical Industries Syndicate (SYNDIPHARMA). In this study, the simple random sampling method was used and an exploratory factor analysis applied to categorize variables in 5 groups of operational, structural, human related, communication related and strategic factors; and then, structural relationships in the model test cd by structural equation modeling. Finally, the findings showed the acceptable level of fitness of this model and indicated that structural dimension had the most effect on the strategic plans implementation in the pharmaceutical industry, while communication related dimension had the least effect.