Based on an empirical analysis of several real-life case studies in this paper, we identify the key drivers for maximizing the chances of successful implementation of management science models. The choice of (technique) methodology used, model sophistication, top management involvement, training and orientation of middle management cadre in the organization, intensity of competition, perceived fear and anxiety in implementing the new solution procedure by the front-line staff, and the involvement of an implementation agency in the organization emerge as some of the key elements that influence the effectiveness of the implementation process. Based on the experience of these situations, we propose a broad framework for an effective implementation of management science model.