TOPIC ASSIGNMENTS

1. CARLA
Strategy Implementation Mountain
61-70
2. STEVEN
Peter Drucker Tree
71-72
3. JAN
Leadership Management Synergy Bridge
73-74
4. CARLEEN
Blue-Red Ocean
75-77
5. TASH
Strategic Cross-Functional Management Street
78-81
6. SHARON
SICE Farm
82-83
7. REGINE
BS School
84-88
SCRIPT
1. Strategy Implementation Mountain (Carla, 61-70)
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Do you see the Strategy Implementation Mountain?

There!
Where is it? Oh, its right there! Bamanos, everybody!
[uses a magnifying glass while looking at a big piece of paper]
Hola, Issa the Iguana!
Hola, Dora.
So what brought you to the Strategy Implementation Mountain?
[whispers dramatically] I hear that this mountain, Strategy
Implementation, is famous for being the second to the last step in the
Strategic Planning Process.
It certainly is, my friend. Strategy implementation is where the selected
strategy of the strategic planning process is implemented.
But how is the strategy implemented?
Easy. By means of programs, budgets and procedures! To achieve the
organizations objectives, resources must be organized and the staff
must be motivated.
So if I understand you correctly, strategy must be translated into more
detailed policies that can be understood at the functional level of an
organization in order for the implementation to be effective.
Couldnt have said it better myself. [smiles proudly]
By the way, is that a map you were looking at a while ago?

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No Dont tell anybody but this is the most famous table of

competitive strategies.
[gasps] The one comparing survival and market leadership strategies?
[nods] We must be very careful, Dora. Swiper might just swipe this
table away from us.
Oh no~
Exactly. After years and years of poring over this table, Ive discovered
that strategies of proven businesses are about performing at or above
known standards while experimental businesses are about finding out
the best possible strategy. What differentiates a market leader from the
surviving firms is that market leaders aim for the top while the others
just try to stay alive.
So how do market leaders and surviving firms win and retain
customers?
Customer value: radically new, low cost-benefit ratio
Marketing strategy: creative differentiation, mass marketing
Customer satisfaction: customer intimacy, customer service
Product innovation: fast new categories, new attributes
What about how they build sustainable competitive advantage?
Strategic growth focus: distinctive capabilities, resources
Innovation: systemic, linear
Technology innovation: radical, incremental
Process innovation: cross-functional, functional
Business model: creating radically new, perfecting traditional
Thank you for explaining all these, Issa. I learned a lot. Now if I could
just climb over this mountain.
That would be a difficult task, Dora. Strategy implementation skills are
not easily mastered. In fact, many climbers or managers find strategy
implementation the most difficult aspect of the job.
You have a point, Issa, but I believe getting started is already half the
job.
Then I shall do my best to help you, Dora. Statistics show that
managers report 50% actual implementation of the strategic plan while
outside observers see only a 10% implementation. Do you want to
know why, my dear friend?
Not really but I bet youre still going to tell me.
This is because of factors that impede strategy implementation! These
could be the organizational immune system, numerous complex
variables, the interconnectedness of elements affecting change and the
need to change everything at once. The most important impediments
that you have to remember are a functional mindset, lack of crossfunctional expertise and efforts, lack of systems thinking and action,
organizational resistance to change, lack of strategic motivation and
inflexibility in a rapidly changing environment.
This is all great, Issa, but how is this going to help me climb the
Strategy Implementation Mountain?
Dora, in order to defeat the enemy, you must know and conquer its
weaknesses first.

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Issa Its just a mountain.

Exactly. A mountain thats blocking your way to Wait. Where are you
going?
Im going to see the Maam.
The Maam???? You mean, the Master of the Strategic Planning
Process?
Indeed.
Ive never met the Maam before but Ive heard that she is legend.
Once, Ive even heard Swiper gossiping about her.
Really?
Yes. I remember Swiper saying that the Maam said that managers
intent on implementing strategy must (1) master systems thinking to
be able to coordinate a broad range of interconnected efforts aimed at
transforming intentions into action and (2) take care of the factors
impeding strategy implementation.
Wow, you remembered that word for word?
Of course. I love gossip.
But I dont even understand what systems thinking is. That word is
too fancy. Im only six.
First of all, you need to know that systems thinking is different from
systematic thinking and systemic thinking.
[faces audience] Do you understand what she just said?
Noooo.

[puts hands on backpack] Me too.

Kids, systems thinking as about dealing with the whole system and
thinking about how things interact with one another. Systematic
thinking as about thinking methodically. And lastly, systemic thinking is
combining analytical and synthetical thinking.
REINA
Okay, so lets use systems thinking to climb this mountain.
CARLA
What a smart idea. So we have to look at things as a whole. Dora, as a
whole, what do you see?
REINA
As a whole, I see a mountain.
CARLA
Yes, and in this mountain, there are different types of relationships
because this mountain, like an organization, is a complex system.
REINA
Well, we can just climb this mountain, you know.
CARLA
You have a point but according to the Complex System Rules of Thumb
by Gene Bellinger, obvious solutions do more harm than good. There
are no simple solutions and final answers.
REINA
But Gene Bellinger also said that loose systems are often better. Plans
and structures have to be adaptable and flexible instead of rigid to
accommodate future unforeseen or unexpected circumstances. So,
come on, theres no time to waste.
[REINA and CARLA jump from one side of the stage to the other.]
REINA
See? That wasnt so hard, right? Its really all about the results.
CARLA
Youre right, Dora. Climbing the Strategy Implementation mountain has
taught me so much about the importance of a solid, sound, customer-

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focused and entrepreneurial strategy aimed at market leadership,

based on innovation and tightly focused on decisive opportunities. Oh,
my iguana friends are calling me. I bid you farewell here, my friend.
[shakes hands] Good luck on your journey to see the Maam!
Thank you. Bye, Issa!