<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Smith, Paul Alan</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Strategy Development and Implementation in a Complex Multi-National IT Organisation</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">Organisational Change</style></keyword><keyword><style  face="normal" font="default" size="100%">performance management</style></keyword><keyword><style  face="normal" font="default" size="100%">Strategic Objectives</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic plan</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year></dates><volume><style face="normal" font="default" size="100%">42</style></volume><pages><style face="normal" font="default" size="100%">13-32</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;A strategy helps position an organisation in an environment. Often plans are wrongly presumed to be strategies and complex strategies can include a reorganisation. Strategy Development in a multinational organisation that is operating in an international environment is not easy. The intrinsic complexity of developing a strategy in this environment cause unusual frictions, due to highly volatile factors such as the speed of change, slow political processes and often cumbersome acquisition processes. Doing so for the first time, as a concurrent merger of five other organisations takes place, is not simple. However when necessity requires it, one can undertake a full strategy development. Building a strong senior management team is a pre-requisite. The team can be enhanced through the strategy development process, strategy production and subsequent implementation, by locking in the senior management team to a common endeavour. If they can be brought together and work together collegiately, collectively they can deliver the strategic outcome required.&lt;/p&gt;</style></abstract><section><style face="normal" font="default" size="100%">13</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Paul Alan Smith</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Stakeholder Engagement Framework</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Customer Relationship Management</style></keyword><keyword><style  face="normal" font="default" size="100%">industrial relations</style></keyword><keyword><style  face="normal" font="default" size="100%">performance management</style></keyword><keyword><style  face="normal" font="default" size="100%">Stakeholder Engagement</style></keyword><keyword><style  face="normal" font="default" size="100%">Stakeholder Engagement Action Plans</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic outcomes</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic plan</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2017</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">38</style></volume><pages><style face="normal" font="default" size="100%">35-45</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;Stakeholder Engagement in a multinational organisation operating in an international environment encompasses the requirement to align stakeholders, to manage customers and industrial partners and to ensure that the organisations&amp;#39; internal and external communications reinforce that engagement. It is s C-level activity and must be coordinated and controlled within the organisation at the highest level. Otherwise, the organisation&amp;#39;s ability to influence those, whose support it needs to secure or block in order to meet organisational objectives, will not be secured or neutralised. This engagement will differ depending upon the issue - a stakeholder could be supportive on one and against on another. Therefore, considered approach must be taken through coordinated implementation of issue specific stakeholder engagement action plans.&lt;/p&gt;</style></abstract><section><style face="normal" font="default" size="100%">35</style></section></record></records></xml>