Strategy implementation.

Meaning

 Strategic limitation concerns the manager exercise of putting a freshly chosen strategy into
action.
 Converting strategic thoughts into action.
 Allocating of resources as per the new course of action.
 Adapting the organisation structure to handle the new activities.
 Training personnel and devising appropriate system.
 Many managers fail to distinguish between strategy formulation and strategy implementation
yet. It is crucial to realise the difference between the two because the boat. They both regard
very difficult skills.
 A company will be successful only when the strategy formulation is sound and implementation
skill is excellent.
Difference between strategy formulation and strategy implementation?
It is to be noted that while strategy formation is primarily an entrepreneurial activity based on
strategic decision-making, the implementation of the strategy is mainly an administrative task
based on strategic as well as operational decision-making.
Linkage between strategic formulation and implementation.
 The division of Strategic management into different spaces is only for the purpose of. Orderly
study.
 In real life, the formulation and implementation process are inter. Wind.
 two type of linkage exists between these two phases as rgc Two type of linkage exists between
these two phases as RGC management.
The forward link is deal with the back to strategy formation on surge implementation.
For instance.
Organisational structure has to undergo a change in the light of the requirement of the
modified or a new strategy.
The style of leadership has to be adapted to the need of modified or a new strategy.
The backward linkage are concerned with the impact of the opposite direction while dealing
with strategic choice member. Their password, Egyptians also determined the joys of strategy.
Organisational success is a function of good strategy and proper implementation.
An organisation will be successful only when the strategy formulation is sound and limitation is
excellent.
Square A
The situation where a company or apparently has formulated a very competitive strategy, but it
is an difficulties in implementing it successfully.

This can be due to various factors.

Suggest the lack of experience.

Lack of resources.

missing leadership and so on.

In such a situation, the company will impact of moving from square it to square be given. They realise
their implementation difficulties.

Square be.

The ideal situation where a company has succeeded in designing a sound and competitive strategy and
has been successful in implementing it.

Squarely.

 The situation where the strategy formulation is flawed.

 But the company is showing excellent implementation skill.
 When a company finds itself in his body, the first thing they have to do is to redesign their
strategy before rejecting their implementation execution skills.

Square see.

 The notes for companies that haven’t succeeded in coming up with the sound strategy
formulation and in addition, are bad at implementing their flawed strategic model.
 Their path to success also goes through business model redesign and implementation
execusion readjustment.

Principle combination of effectiveness and efficiency.

 An organisation that went. Itselfin Shell 1.

Is well, blaisdon thrives.
Since it is achieving what it. Aspired **** with the efficient output input ratio.
 An organisation.

In Shell, two or four is doomed.

Unless I do, it can establish some study clear direction.

The popular point to notice that cell too, is the worst place in to be then in cell 3.

things in the

Things in the letter. the strategic direction is present to ensure

The strategic direction is present to ensure effectiveness. even if too much danger is being used to

Even if too much danger is being used to generate output. To be effective is to survive, whereas to
be efficient is not in itself either necessary or sufficient for survival.

Strategic change.

Meaning

Strategic change.

 Changing the existing strategies.

  And bringing out new strategy.
 Because of environmental. Changes.
 Is called tragic change.

Strategic change is a complex process and it involves a corporate strategy. Focus on.

 Newmarket.
 Products.
 Services and.
 New Vesuv doing business.

Steps for initiating change.

For initiating strategic change, three steps can be identified as under.

Recognise the need for change.

 The. First step is to diagnose which part of the present public cultural strategy supportive
and which are not.
 This basically means going for environmental scanning.

Involving appraisal of the both internal external capabilities. Can be done through SWOT analysis
and.

Then identify the problems improvement areas and determine stop for change.

Create a shared vision to manage change.

 Objective and reasons of individual organisations should be considered. They must not be in
conflict with each other. Can we done only if they follow a cell vision?
 So does implementation have to conceive all those things on that the change of business?
Changing business venture is not superficial or cosmetic.
 The fair action taken have to be fully indicative of management, seriousness to new strategy
initiative and associated changes.

Institutionalise the change.

 This is basically An action stage.

With regards implementation of change strategy.
 Creating and sustaining a different attitude towards change.
 besides change roses must besides change roses must Regularly.

Monitored.

Review.

Analyse.

The after effects of change.

Any description’s your division?

 Should we appropriately addressed?

Kurt Lewin’s model of change.

Organisational control.

I swear I see a study material. Their name? The topic as a strategic control.

Meaning of control.

 Controlling is one of the important function of management and is often regarded as the core of
the management process.
 It is a function intended to ensure the performance of planned activities and to achieve the
predetermined goal and results.
 Controllers measuring the progress.
 It also helps with ensuring translation of plants into results. Optimal Utilizacion. of resources
and safeguarding of assets.
 The controlling function involves.
Monitoring the activity and.
Measuring results against pre established standards.
Analysing and.
Correcting deviation or taking action as a necessary and maintaining adapting the system.
Elements of organisational control.
The process of control has the following elements.
 Objectives are business system, which would be operationalized into measurable and
controllable standards.
 The mechanism for monitoring and measuring the performance of system.
 A mechanism.

For comparing the results with reference to standards.

For detecting deviation from standards and.

For learning new insights on standard themselves.

for feeding back, correct? Even adapt informationen struction to the system for affecting the desired
changes to set right. The system to keep it end course.