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    This document discusses various aspects of strategy implementation. It describes strategy implementation as the assignment and reassignment of leaders to match strategy, and as designing systems to achieve organizational purpose through integrating people, structures, processes and resources. It identifies characteristics like being action-oriented, comprehensive, demanding varied skills, and involving wide participation through an integrated process. It also discusses barriers to implementation, overcoming barriers, the interrelationship between strategy formulation and implementation, and provides a model for strategy implementation involving activating strategies, managing change, and achieving effectiveness.

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    234 views21 pages
    This document discusses various aspects of strategy implementation. It describes strategy implementation as the assignment and reassignment of leaders to match strategy, and as designing systems to achieve organizational purpose through integrating people, structures, processes and resources. It identifies characteristics like being action-oriented, comprehensive, demanding varied skills, and involving wide participation through an integrated process. It also discusses barriers to implementation, overcoming barriers, the interrelationship between strategy formulation and implementation, and provides a model for strategy implementation involving activating strategies, managing change, and achieving effectiveness.

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    This document discusses various aspects of strategy implementation. It describes strategy implementation as the assignment and reassignment of leaders to match strategy, and as designing systems to achieve organizational purpose through integrating people, structures, processes and resources. It identifies characteristics like being action-oriented, comprehensive, demanding varied skills, and involving wide participation through an integrated process. It also discusses barriers to implementation, overcoming barriers, the interrelationship between strategy formulation and implementation, and provides a model for strategy implementation involving activating strategies, managing change, and achieving effectiveness.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    234 views21 pages

    1

    Uploaded by

    Anonymous 8SNpyX
    This document discusses various aspects of strategy implementation. It describes strategy implementation as the assignment and reassignment of leaders to match strategy, and as designing systems to achieve organizational purpose through integrating people, structures, processes and resources. It identifies characteristics like being action-oriented, comprehensive, demanding varied skills, and involving wide participation through an integrated process. It also discusses barriers to implementation, overcoming barriers, the interrelationship between strategy formulation and implementation, and provides a model for strategy implementation involving activating strategies, managing change, and achieving effectiveness.

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    Strategy Implementation

    Strategy Implementation
    Glueck-Strategy implementation is the assignment and reassignment of corporate and SBU leaders to match the strategy Steiner-The implementation of policies and strategies is concerned with the design and management of systems to achieve the best integration of people, structures, processes and resources, in reaching the organizational purpose.

    Characteristics of strategy implementation


    Action orientation Comprehensive in scope Demanding varied skills Wide-ranging involvement Integrated process

    (c) Dr. Azhar Kazmi 2008

    Barriers to strategy implementation and overcoming them


    An inability to manage change Poor or vague strategy Not having guidelines or a model to guide implementation efforts Poor or inadequate information sharing Unclear responsibility and accountability Working against the organizational power structure Overcoming barriers
    Adopting a clear model of strategy implementation Effective management of change in complex situations

    (c) Dr. Azhar Kazmi 2008

    Interrelationship between formulation and implementation of strategy


    Two types of linkages: - Forward linkage: deals with the impact of strategy formulation on implementation, many changes need to be undertaken to operationalize the formulated strategies. - Backward linkage: deals with the impact of implementation on formulation. Eg. Strategic choice is affected by implementation of past strategies.

    Two-way linkage between formulation and implementation of strategy

    STRATEGY FORMULATION
    (THOUGHT)

    STRATEGY IMPLEMENTATION
    (ACTION)

    (c) Dr. Azhar Kazmi 2008

    Mintzbergs conception of the type of strategies


    Formulated strategy Implemented strategy

    Intended strategy

    Deliberate strategy

    Realised strategy

    Unrealised strategy

    Emergent strategy

    Based on H. Mintzberg: Pattern in strategy formation Management Science May 1978; 24, 9, p. 945.

    (c) Dr. Azhar Kazmi 2008

    Elements of strategy implementation


    Two interrelated task systems: - Differentiation: segmentation or dividing up the total strategic plan into component parts. - Integration: management should coordinate and integrate diverse activities and roles into an unified and cohesive approach.

    Major themes in strategy implementation


    Activating strategies Managing change Achieving effectiveness

    (c) Dr. Azhar Kazmi 2008

    A model of strategy implementation


    ACTIVATING STRATEGIES MANAGING CHANGE ACHIEVING EFFECTIVENESS

    --------------------------------------------------------------------------------------------PROJECT IMPLEMENTATION STRUCTURAL IMPLEMENTATION PROCEDURAL IMPLEMENTATION LEADERSHIP IMPLEMENTATION BEHAVIOURAL IMPLEMENTATION RESOURCE ALLOCATION OPERATIONAL IMPLEMENTATION FUNCTIONAL IMPLEMENTATION

    STRATEGIC PLAN

    EVALUATION & CONTROL

    FEEDBACK

    (c) Dr. Azhar Kazmi 2008

    10

    Theme of activating strategies: The pyramid of strategy activation

    STRATEGY PLANS PROGRAMMES PROJECTS BUDGETS POLICIES, PROCEDURES, RULES AND REGULATIONS

    (c) Dr. Azhar Kazmi 2008

    11

    Theme of managing change


    Three issues involved: Degree of change Timing of change Activity areas of change

    Theme of achieving effectiveness


    Four models of organizational effectiveness: Goal model Resource based model Internal process model Conflicting values model Method of achieving effectiveness covers wide managerial functions.

    Project implementation
    A project is the basic unit of a programme. A programme is a portfolio of projects that may be interrelated and interdependent in complex ways. Several programmes are required to implement a plan. A number of plans are involved in implementing a strategy.

    (c) Dr. Azhar Kazmi 2008

    14

    The process of project management


    Initiating Planning Executing Controlling Closing

    (c) Dr. Azhar Kazmi 2008

    15

    Strategy implementation through project management


    STRATEGIC MANAGEMENT PROCESS

    STRATEGY IMPLEMENTATION

    STRATEGY EVALUATION AND CONTROL

    PROJECT OBJECTIVES

    CONTROL MEASURES

    INITIATING

    PLANNING

    EXECUTING

    CONTROLLING

    CLOSING

    PROJECT MANAGEMENT PROCESS

    (c) Dr. Azhar Kazmi 2008

    16

    Procedural implementation

    Regulatory mechanisms in India


    Formation of a company Licensing procedures Securities and Exchange Board of India (SEBI) requirements Monopolies and Restrictive Trade Practices (MRTP) requirements Foreign collaboration procedures Import and export requirements Patenting and trade marks requirements Labour legislation requirements Environmental protection and pollution control requirements Consumer protection requirements Incentives and facilities benefits

    17

    Procedural implementation in action


    Strategists can try to conform to the regulations,

    confront the regulations by informed criticism and


    lobbying and public relations or work with the government to improve the regulatory framework. At the same time they can adopt an 'existentialist' view and continually look for opportunities within the

    business environment.

    (c) Dr. Azhar Kazmi 2008

    18

    Resource allocation
    Resource allocation deals with the procurement, commitment, and distribution of financial, human, informational, and physical resources to strategic tasks for the achievement of organisational objectives.
    Strategic budgeting: Top down approach, bottom up approach Aligning resource allocation to strategy: Challengesmisallocation of resources, trade-offs, focus on objectives, clear strategic intent Factors affecting resource allocation: objectives of the org., preference of dominant strategies, internal politics, external influences Difficulties in resource allocation: scarcity of resources, restrictions on generating resources, overstatement of needs, tendency to imitate competitors.
    (c) Dr. Azhar Kazmi 2008 19

    Approaches to resource allocation


    Using analytical conceptual models Eg.: BCG Growth share matrix Product life system of budgeting Capital budgeting Performance budgeting Zero-based budgeting Strategic budgeting

    Making of a strategic budget

    (c) Dr. Azhar Kazmi 2008

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