HRMARS - The persistent gap between strategic intent and realised organisational outcomes remains a central challenge in strategic and operations management. While organisations continue to invest in strategy formulation, execution failures are widespread, suggesting that the issue lies not in strategy design but in the absence of effective execution systems. This paper addresses this gap by advancing an integrative conceptual framework that links operational strategy, operational capabilities, and the successful accomplishment of business strategy. The framework positions operational strategy as an orchestration mechanism that aligns processes, resources, and organisational priorities with strategic intent. Operational capabilities are conceptualised as the execution layer that translates this alignment into measurable outcomes. Drawing on dynamic capabilities theory, the study proposes that operational capabilities mediate the relationship between operational strategy and strategy accomplishment, emphasising that even well-designed strategies fail without the capability to execute. The framework further incorporates key enablers, including innovation, demand-responsive planning, lean systems, quality management, supply chain integration, and organisational learning. Together, these elements form an interconnected execution system that supports alignment, adaptability, and sustained performance. This study contributes by shifting the focus from strategy formulation to execution effectiveness, offering a structured explanation of how strategy is made to work in practice. It provides conceptual clarity and practical direction for organisations seeking to close the gap between strategic intent and realised outcomes.
Mohamad et al. (Fri,) studied this question.
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