1. Introduction

Strategic management has become important part of companies in today´s dynamic and competitive environment. Strategic management consists of three separate processes which are interconnected together and influence each other. These processes are – strategic planning, strategic implementation and strategic control. Researches in companies showed that the most important and the most underestimated part is strategic implementation. Implementation of the strategy is a part of strategic management which success is conditioned by managers, employees, their organization, as well as by the transformation of company´s culture. The main task of implementation of the strategy is to bring the strategy into the life as a part of everyday decision making process of the company. It is necessary to find appropriate indicators characterizing company activities and a system for measurement to eliminate deficiencies in the implementation of the strategy. Strategic implementation was firstly introduced on scientific conference held on the University in Pittsburg in 1978. In connection with strategic implementation is important to define strategy as a basic element of strategic management of the company. The strategy translates into the functional politics which specify how should be allocated resources and which way should be implemented goals of the company (Cisko & Klieštik, 2009). The strategy was considered in the past as the science about planning and defining directions of military actions, while the birth of company strategy occurred in 60´s by publication of Alfred Chandler (1962) who pointed out the problem solving by managers in American companies connecting with long-term objectives, allocating resources and creating a structure to enable and support their implementation. Gradually the concept of strategy has become more relevant and has been expressed by several authors.