Yellow and Orange Simple Clean Digital Guess That Zoomed in Picture Game Fun Presentation
Yellow and Orange Simple Clean Digital Guess That Zoomed in Picture Game Fun Presentation
Yellow and Orange Simple Clean Digital Guess That Zoomed in Picture Game Fun Presentation
IMPLEMENTATIO
N
Are we dealing with failure of strategy? or a failure of implementation?
Company whose strategy was good but implementation was a failure
Kodak developed a digital camera in 1975 and even filed for a patent
on it in 1978.
Nokia was slow to adopt the smartphone trend and its Symbian operating system
was considered outdated compared to iOS and Android.
Nokia's implementation of its strategy was slow and clumsy. Its decision to
partner with Microsoft for its smartphone operating system proved to be a
mistake as Windows Phone failed to gain traction in the market.
Successful Strategy Implementation
STRUCTURES MANAGERIAL
GOALS AND MEASURES
SKILLS
COMMUNICATION AND
KNOWLEDGE SHARING
ORGANIZATIONAL
MANAGING
STRUCTURE
RESISTANCE TO
CHANGE
REWARDING
PERFORMANCE
BALANCED
SCORECARD
BALANCED SCORECARD
Financial Perspective Customer Perspective
This perspective measures financial This perspective measures how well the
performance, such as revenue growth, organization meets the needs and
profitability, return on investment, and cost expectations of its customers. Measures
reduction. might include customer satisfaction,
retention rates, and market share.
RESULTS
Objective: Increase market share by 5% in the current quarter
Key Results:
1.Increase sales revenue by 10% through targeted marketing and
promotional campaigns.
2.Increase distribution to new retail locations by 15% through targeted
partnership agreements.
3.Launch two new product lines and generate 20% of total sales from
these products.
4.Increase customer satisfaction score by 5 points through targeted
customer feedback initiatives and product improvements.
OBJECTIVES & KEY
OKR for a retail industry company:
Objective: Increase customer satisfaction and loyalty by 80% in the
RESULTS
current quarter
Key Results:
1.Increase the number of positive customer reviews on social media
platforms by 50% through targeted engagement and follow-up.
2.Increase the percentage of repeat customers by 50% through targeted
loyalty programs and promotions.
3.Decrease the average customer complaint resolution time by 12%
through targeted employee training and process improvements.
4.Increase the overall Net Promoter Score (NPS) by 55 points through
targeted customer surveys and feedback initiatives.
ALIGNING STRATEGY
AND
ORGANIZATIONAL
STRUCTURE
What comes first? Strategy or
your organizational structure?
Generic Organizational Structure
Mechanistic Organic
Centralization: decision kept at the Decentralization: employees at any level
top; vertical communication can control tasks; horizontal communication
High formalization (standardization): Low formalization (mutual adjustment):
coordination of tasks through rules; work coordinated through face-to-face and
predictable work process informal contact
Individual specialization: employees Joint specialization: employees coordinate
work separately Thein host
clearly defined to find the best way of performing
will take a moment to determine the winner.
a task
areas
Simple integration: clearly defined Complex integration: integration through
hierarchy of authority teams and task forces
Dimension of
Structure
Dimension of Structure
HEIRARCHY
FORMALIZATI
ON
CENTRALIZATIO
N
SPECIALIZATIO
N
SPAN OF
CONTROL
HEIRARCHY
The degree to which an organization is structured
hierarchically. This can range from a flat structure with
minimal levels of management to a highly hierarchical
structure with multiple layers of management.
FORMALIZATION