With regard to strategic change as a strategic tension, IKA had to deal with the following 3 issues: Main change needs a transition within organizational underlying culture, and henceforth the employee’s attitudes and behaviours. Most initiatives of change often stumble as they fail at delivering such a transition through cultural and political reality being addressed within organizations. This happens as there exists a clear misunderstanding on the culture nature, problems associated with it and wide intervention range needed when cultural shift requires being gained. After such a strategy would be ready for change, implementation is the key issue as recognized from the perspective of IKEA. Even though it is not intended to minimize the significance of formulation of effective strategies, the true perspective is that various organizations have continued developing the knowing how and insight for creating the correct strategy. However, execution is another issue according to researchers Zagotta et al, (2002).
Implementation also involves strategic afterthoughts according to Raps, 2004 as implementation is an individually distinct entity from formulating theory and considering changing. The specific focus here is over structure even when the two are connected with each other. IKEA’s strategic tension with regard to implementation was one that the company might fail in doing so. According to Sterling, (2003), there are various leaders in organizations who have struggled with the process of implementation. Various organization leaders according to Alexandar, (1991), have struggled with the process of implementation because of concept based confusion related to several processes and elements. Even though various issues have been related with failed implementation, one of the key issues is inadequate broad concept model planning. There are various systems present for organizations for formulation of strategy and therefore to manage such tensions these strategies will have to be adopted such as using a comprehensive strategic implementation framework. IKEA recognized that there is a gap between performing, implementing and formulating because this leads towards inadequate strategic growth.