Strategy implementation

1. 1. STRATEGY IMPLEMENTATION: How do we ensure arrival?

2. 2. A good strategy without proper implementation is like a poor strategy or no strategy at all
However having a good strategic plan is half the battle won, and the other half is won
through effective strategy implementation
3. 3. Strategy implementation A rigorous process of transforming the plan / strategy into
action (from mere strategic planning to strategic management) This transformation involves
planning further( for our chosen strategy to be applied) through effectively communicating to
implementers (internal buy-ins), organizing resources, leading,and controlling
4. 4. Cont- • Putting our grand plan/blue print into action to ensure that we competitively get
where we want to be (strategic direction) • Executing the chosen strategy (s) through putting
its tactics(actionable steps/competitive activities) into action
5. 5. Common features /characteristics of the implementation stage 1. Every strategy to be
implemented has its unique strategic window 2. Its own requirements/changes
6. 6. Cont- 3. Successful implementation is usually spearheaded by top management applying
team work/participatory styles of leadership 4. Strategies are implemented by people, so you
need their commitment/goal contract
7. 7. More features/observations 5. Some implementation is actually out- sourced from those
with better value- adding core competences in some of our tactics/activities that make up
your chosen strategy 6. Planning for strategy implementation is usually ignored due to that
excitement after choosing our strategy
8. 8. • You need to plan for this critical stage- why? • An implementation plan is very critical at
this stage • It is in line with that strategy’s tactics and the generic steps for effective strategy
implementing
9. 9. What it contains What activities are to be done When they will be done (Timing)
Who will do them (Persons responsible)
10. 10. What resources will be required What will be the performance indicators Objectively
verifiable indicators (OVIs) Means of verification/evaluation Key Result Areas (quantitive
and qualitative indicators)
11. 11. •Note: Coherent and integrated Work Plans can then be developed from this
Implementation Plan’s schedule of tactics/activities/actionable steps A good strategic
choice with wrong tactics/work plans is likely to fail, and vice-versa
12. 12. Implementation process • Communication / clarification of the goals, objectives and
strategies( at different levels of hierarchy) • Determine the key managerial & operational
tasks to be performed • Assign tasks to the various departments and their mgrs/leaders
(departmentation)
13. 13. • Delegate authority with responsibility,and establish a linking/coordination mechanism •
Budget and allocate resources to the implementing divisions/departments/sections •
Formulate and state policies, work plans,procedures, and the models/manuals to guide the
coherent set of tactics (activities) to be used
14. 14. • Operationalize those tactics in your strategy • Determine the necessary indicators for
measuring performance (participatory styles of leadership/mgt) • Build an information system
to provide the required accurate, adequate, and timely feedback • Establish a recognition
and reward system for motivating your staff
15. 15. • Develop your staff and inculcate/reinforce your firm’s corporate values • Establish an
appropriate control mechanism • Evaluate performance, ascertain gaps, provide feedback
and take corrective action where necessary
16. 16. The McKinsey 7-S frame work for effective implementation of strategy (key success
factors/pre-requisites) • Strategy • Structure • Systems • Style • Shared values • Staff • Skills
17. 17. Revision Questions 1. “A good strategy with poor implementation is like a poor strategy
or no strategy at all,” Discuss 2. Explain the McKinsey’s prerequisites for effective
 implementation of strategy 3. Alignment of your strategy to other KSFs is vital for competitive
assurance of arrival to where you want to be.Discuss
18. 18. • Good strategy formulation alone will not make your organization successful. There are
other elements that must work and fit together with the strategy to make an organization
realize its goals and objectives competitively. Discuss the above statements.

Strategy Development and Implementation first focuses on defining

strategy, looking at the process of strategy formulation, and describing the role of
senior management within that process. It instructs how to craft vision and mission
statements, how to identify and manage external strategic influences, and includes
discussion on corporate social responsibility and sustainability. The course examines
methods for appraising the effects of the external environment on an organization’s
overall position.
Consequently, it also looks at key strategic issues that organizations must consider
with regard to their internal environment. The course investigates an organization’s
position, forecasting, strategic planning, and decision making processes. It also
discusses methods of identifying strategic options and deploying strategic analysis to
enable an organization to best achieve its objectives. The course then switches focus
to discussion on creating operational performance measures that effectively gauge
progress toward strategic goals. It examines the strategic and competitive impact of
information systems (IS) and the impact of the internet on organizations through
looking at e-business and the strategic use and competitive benefits of information and
knowledge management systems.
It goes on to analyze the power of customer and suppliers, methods of interaction with
them, and various means of determining their value. The course concludes with
discussion on the classification of types of change an organization can encounter, and
how such entities can cope with the effects of change.