Executive Summary Although it may seem ineffective to develop a strategic plan without devising means of implementing the strategy to achieve the anticipated outcomes, the strategic plan forms the foundation of management. Organizations must understand that for an implementation process to be successful, the culture of an organization, a competent and devoted workforce, the structure of the organization, and the presence of strategic control systems are fundamental. Organizational culture involves shared visions that impel the workforce to achieve the intended aims in the plan. The organization structure involves the arrangement of authority that is normally important in making informed decisions in the plan. A motivated, dedicated, and competent workforce inclusive of managers is important as planning requires substantial human resource and their competencies. The strategic control systems are important in an organization because they ensure that the activities and processes focus on mission, vision, and goals, which are central to the success of an organization. Introduction The contemporary business world continues to experience immense corporate competition, with companies formulating means of achieving the best organizational outcomes (Falshaw, Glaister, & Tatoglu, 2005). As business uncertainties, financial crunches, political frustrations frequently influence the development and success of modern corporations, the need for proper planning and managing of organizations is rising. In a bid to counter the endless management crises that have persisted earlier, strategic management or planning has recently proven to be one of the most effective ways of organizing and controlling modern companies. To elevate business performance in the most technical manner, strategic planning has been an effective tool that is useful in revitalizing and transforming business corporations, nonprofit organizations, and even in governments (Hill & Jones, 2011). While most organizations have adopted the strategic management approaches, knowledge about its formulation essentials and its execution remains considerably low. This essay, therefore, provides an analysis of the requisites of strategic implementation through the case study of Kraft Foods Groups. Strategic Control in Kraft Foods Group Strategic planning and control entails a series of planning processes with the articulation of future informed projections that the organization anticipates to achieve. According to Falshaw, Glaister, & Tatoglu (2005, p. 10), formal strategic planning is the “process of determining the mission, major objectives, strategies, and policies that govern the acquisition and allocation of resources to achieve organizational aims.” This is because strategic planning encompasses a clear clarification of the company’s mission (the intent of the organization), the vision (anticipated achievements), realistic goals and objectives, and well-defined aims (Ridwan & Marti, 2012). Since the process affiliates with the major components of success within organizations, appropriate and reasonable integration of the strategic management plan provides organizations with unique development opport