Strategy implementation assumes implementing a strategic plan according to the predefined elements and scheduled timeframe. The thing that makes strategy implementation more complex is the necessity of coordinating a large number of people on different hierarchical levels and with varying functions. Strategy is no longer positioned within a limited group consisting of the top management team, instead it can potentially involve any internal and external organizational actors whose actions can be identified to be of relevance for strategic outcomes. Although the top management perspective is critical because it emphasizes strategic thinking and endeavour, it is mostly the lowerlevel employees who participate in the implementation process. In order to ensure efficient use of resources and maintain the planned dynamics of strategy implementation, it is vital that employees, at all hierarchical levels, understand what is expected of them, what is the objective of the implementation, what is the expected dynamics of tasks and what are the key factors that need special attention. A failure to understand or approve of some of the key implementation factors may prolong and/or increase the cost of strategy execution. Without the integration of knowledge, information and experience brought in by all hierarchical levels, the process of strategy implementation cannot be successful. Exploring the opinions of lower hierarchical levels, i.e. those participating in the implementation process on a daily basis, would enable practitioners and strategists to get a complete picture of the implementation obstacles and needs arising within the implementation process when it comes to resolving disagreements, reaching an operatives' consensus, identifying required skills and creating training programs. Ivani, V., Jelenc, L., & Mencer, I. (2021). The strategy implementation process as perceived by different hierarchical levels: The experience of large Croatian enterprises. Journal of Entrepreneurship, Management and Innovation, 17(2), 99-124. Question 1 a. Outline the levels of strategic implementation. b. Justify the participation of workers at all levels of a firm's hierarchy in the strategic management process. c. Identify challenges associated with strategy implementation. d. Compare and contrast strategy formulation and strategy implementation. 3 Question 2 a. Explain how a vision statement differs from mission statement. b. Account for the purpose of a mission statement. c. What are organisational values? Why are they important in strategic planning? d. How can a mission statement clarify a firm's competitive advantage?