Editing Strategic management (section)

===Implementation===
The second major process of strategic management is ''implementation'', which involves decisions regarding how the organization's resources (i.e., people, process and IT systems) will be aligned and mobilized towards the objectives. Implementation results in how the organization's resources are structured (such as by product or service or geography), leadership arrangements, communication, incentives, and monitoring mechanisms to track progress towards objectives, among others.<ref name="MintzbergQuinn1996">{{cite book
| last1 = Mintzberg
| first1 = Henry
| last2 = Quinn
| first2 = James Brian
| year = 1996
| title = The Strategy Process: Concepts, Contexts, Cases
| publisher = Prentice Hall
| isbn = 978-0-13-234030-4
}}</ref>

Running the day-to-day operations of the business is often referred to as "operations management" or specific terms for key departments or functions, such as "logistics management" or "[[marketing management]]", which take over once strategic management decisions are implemented.<ref name="MintzbergQuinn1996">{{cite book
| last1 = Mintzberg
| first1 = Henry
| last2 = Quinn
| first2 = James Brian
| year = 1996
| title = The Strategy Process: Concepts, Contexts, Cases
| publisher = Prentice Hall
| isbn = 978-0-13-234030-4
}}</ref>