Role of CEO CEO is the catalyst in strategic management.

This individual is most closely identified with and ultimately accountable for a strategys success. In most firms, particularly larger ones, CEOs spend upto 80% of their time developing and guiding strategy. Major changes in strategy are often preceded or quickly followed by a change in CEO : 1. Provide executive leadership & strategic vision. 2. Manage the strategic planning process. 3. Articulating the strategic vision. 4. CEO presents a role model. 5. Communicating performance standards & implementing them. Top Management Teams
1. Top management teams are comprised of the key managers who

are responsible for implementing the organization strategies. 2. A heterogeneous top management team with varied expertise and knowledge can draw on multiple perspectives when evaluating alternatives strategies & building consumers. 3. A top management team must also be able to function effectively as a team in order to implement strategies. A heterogeneous team makes this more difficult. Effective Org. Leadership 1. 2. 3. 4. 5. Determine strategic direction. Exploits & maintain core competencies. Develops human capital. Sustain an effective org. culture. Emphasis ethical practices. Developing an ethical org. culture
1. Establish specific goals describing the firms ethical standards.

2. Continuously revise and update the code of conduct, based on inputs from stakeholders. 3. Disseminate a code conduct to all stakeholders to inform themof the firms ethical standards/ practices. 4. Develop and implement methods/procedure to use in achieving the firms ethical standards.

5. Have explicit rewards to recognise acts of courage. 6. Create work environment in which all people are treated with dignity. Strategic responsibilities of top management 1. Managing the company : (a) Running the company as a whole rather than one segment. (b) Guiding the company and overall control. 2. Setting competitive strategy. 3. Establishing major policy: (a) Calls for broad judgement (b) All possible tradeoffs. (c) Affecting the entire company. 4. Long range planning & timing. 5. Changing orgs structure : Reorganization as per the environment demands. 6. Selecting key personnel : Identifying & recruiting the key personnel. Success/failure of any strategy depends on them. 7. Approving large expenditure & contracts. 8. Negotiating merger and major agreements. 9. Officially representing the company. 10. Approving annual budgets. 11. Coordinating & controlling. Stages of strategic management Strategic Analysis Strategic Formulation Strategic Implementation Strategic Control

Strategic control

Strategic Surveillance

Premise Control

Special alert control Implementation control

Strategic formulation Time 1 Time 2

Strategic Implementation Time 3

1. Control is taking measure that synchronise outcomes as closely as possible with plans. 2. Organization must have effective strategic controls to successfully implement their strategies. 3. Tracking the strategy as it is being implemented and taking proactive actions.

Importance of strategic control 1. 2. 3. 4. 5. 6. 7. Checking performance against expectations. Achieving strategic efficiency. Maintaining focus on targets and objectives. Checking on activities i.e, schedules. Fostering right direction. Matching costs, revenue and cash flows against projection. Insuring responsiveness to deviations. Types of strategic control Premise control (assumption itself) : - Basis for strategic prediction. - Check systematically validity of premises. - Environmental predictions. - Industry predictions Porters Force model. - Change variables and their impact. - Identification of key variables. - Key strategic area for judgement. Implementation control Implementing control is concerned with reviewing the strategy in context of events with incremental step and actions. Monitoring strategic thrust. CSF (critical success factors in strategy of the firm). Milestone review Critical events, major resource allocation, time factors.

Special Alert factors Need to reconsider the firms basic strategy based on sudden & unexpected event. - Immediate & intense reassessment of companys strategy & current strategic situation. - Synonymous with the Contingency Approach .e.g. 9/11 scenario. Gulf war energy crisis.
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Strategic surveillance Monitor a broad range of events inside and outside the company. Multiple information system. Reconsideration of the firms strategy based on a sudden and unexpected event. Immediate and intensive reassessment of the companys strategy and its strategic situation. Companies develop contingency plans to over come crisis. Operating control system Strategic control and operational control. Allocation & use of companys resources. Guiding parameters for annual targets & objectives. Shorter time period focus. Past action control system. Set standards of performance . Identity deviation from standards. Initiate corrective action or adjustment. Types of Operational control system Budget Schedules Key success factors. Budget Resource allocation plans. Revenue budgets. Capital budgets.

- Schedules Scheduling time. Scheduling sequence. - Key success factors Scheduling time. Scheduling sequence.

Monitoring performance and evaluating deviation Identification of key success factors. Setting the objectives. Setting the targets. Performance evaluation. Deviation of any unacceptable, high , trigger point. Analysis : internal / external. Action : contingency plans. Reward system, motivation execution & control 1. Execution key parameter is employee performance. 2. Motivation & reward system to act as input. 3. Positive factors increase & negative factors decrease performance. 4. Negative factors compensation, rewards, bonus, incentives. 5. Short term linked rewards incentives. 6. Cumulative progress reward career path & incentive. Mechanism of reward system

Measure progress towards strategic target separately from results of established operation. Determine incentivesss separately for established operations and for progress towards strategic targets. Devise a long term stock option equivalent to encourage revision of strategy and entrepreneurial; risk taking. Characteristics of effective rewards & incentive system Objective are clear and widely accepted . Rewards are clearly linked to both performance and desired behaviour. Performance measure are clear. Feed back is prompt and unambiguous. The compensation system is perceived as both fair & equitable. The system is adaptable to meet changing circumstances. Developing and Communicating concise policies

Policies are directives designed to guide the thinking decision, and action of managers and their subordinates in implementing an org.s strategy . Policies provide guide lines for establishing and controlling on going operation in a manner consistent with the firms strategic objective. Often referred to as Standard Operating Procedures policies serve to increase managerial effectiveness by standardising many routine decision and controlling the discretion of managers and subordinates in implementing operational strategies. Logically policies should be derived from functional strategies with the key purpose of aiding in strategy execution. Purpose/Objective/Function of policies
Policies establish indirect control by making a clear statement

about how things are to be done by limiting discretion. Policies in effect control decision and the conduct of activities without intervention by top management. Policies promote uniform handling of similar activities : this helps reduce friction arising from favouritism, discrimination, and desperate handling of common factors. Policies ensure quicker decision by standardising answer to previously answered question that would other wise recur and be pushed up the management hierarchy again and again. Policies reduce uncertainties in repetitive and day to day decision making. Policies can counter act resistance or rejection of chosen strategies by org. members. Policies offer a predetermined answer to routine problem.