Closing the strategy execution gap in the public sector

Purpose - In response to the significant gap between strategy planning and execution, a conceptual model was developed in an attempt to close this gap, particularly in the public sector. The paper aims to discuss this issue. Design/methodology/approach - The paper is based on a literature review and participatory action research, stretching over ten case studies and eight years. Findings - The MERIL-DE model integrates the identified "nine vital stratex components" of leadership, strategic planning, project management, alignment, MERIL (Measure, Evaluate, Report, Improve and Learn), drive, engagement, risk, and stakeholder management. The car analogy demonstrates this integration in a practical way. Research limitations/implications - The conceptual model should be used as guide in the tailoring of a unique MERIL-DE model or Stratex Car for each public sector organization (PSO), according to its unique context. Practical implications - In designing a tailored "Stratex Car" based on the MERIL-DE model, it is believed to close this gap significantly. The strategy execution framework is presented as a tool to assess the total strategy execution capacity (TSEC) of PSOs. Originality/value - This is a new conceptual model for the unique public sector context, focusing on successful strategy execution in the public sector.