Strategy Choice and Implementation ReportOrder Description Assessment item 3 Strategy Choice and Implementation Report Value: 60% Due date: 09-Oct-2016 Return date: 02-Nov-2016 Length: 3,500 (+/- 10%) Submission method options Alternative submission method Task It is often noted that implementation is the most difficult aspect of strategic management. With reference to your organisation, how might this be the case?In this assignment, you are required to write a 3500 word Report. This includes a 200 word executive summary, but excludes references and appendix.Your Report should cover the following:1. Identify and evaluate the suitabilty of the organisations current strategy(a) Identify and discuss the strategy that the organisation (or SBU) is implementing/has implemented by examining its strategy statement and/or its value chain activities.(b) Evaluate the suitability of the organisations current business strategy based on the outcomes of your analysis (e.g., the identification of the organisations current strategy and the most significant factors affecting the organisations performance, and your understanding of the organisations strategy). If the current strategy is not suitable, please recommend no more than two alternative strategic initiatives that the organisation should pursue and justify your recommendations.3. Evaluate the implementation of strategy4. Identify the key issues and give your recommendations5. Draw your conclusionRationale The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in relation to strategic implementation in contemporary organisation. Completion of this assessment should facilitate the development of a good understanding of what is involved in the process of strategic implementation.This contributes to the following learning outcomes for this subject:be able to identify and explain the key components of strategic management such as strategy analysis, strategy formulation and strategy implementation, and their interrelationships; be able to review and evaluate the evolution of ideas and practices leading to the development of strategic management and its relationship to other management practices and principles; be able to identify and differentiate between functional areas such as marketing, finance, operations and human resource management and evaluate how they should act conjointly toward the attainment of the organisations strategic aims and objectives; be able to evaluate the importance of developing strategically appropriate relationships between people, processes, functions, structures and even organisations; and be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.