Strategic Implementation

Introducing the topic

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Strategic Implementation

The process of planning, allocating,

and controlling resources to support
the chosen strategies

Appropriate organizational structure to deal with change

Involves insuring all the Adequate resources

following factors are in place Well-m otivated staff

A lea d er sh ip st yle a nd or ga nizat io na l cultu re th a t allo ws ch an g e t o be imple men te d with wid e- ra n gin g su pp o rt

Control and review system s to m onitor progress

 Business Plan

Executive summary
A written document
that describes a Description of business opportunity

business, its Marketing and sales strategy

objectives and its
strategies, the Management team and personnel

market it is in, and Operations

its financial
forecasts Financial forecasts
Obtain
financ
e

Success!

Have
a
plan
 accommodate
new/revised strategies

Business
plans for
existing
businesses
Corporate Plan

Potential investors

A methodical plan
containing details
Essential to Major lenders

of the share with Other stakeholder groups

organization’s All staff

central objectives
and the strategies
to be followed to
achieve them
 ●
Overall objectives within a given time
frame
Corporate plan contains
●
Strategy/ies to be used to attempt to
meet the objectives
●
Departmental objectives deriving
from overall objective
Benefits
Clear focus and sense of purpose
Communicate to people below
Control and review
Forces senior managers to think of strengths and
weaknesses in relation to environment

Limitations
External and internal changes can force it to keep changing
Inflexibility can cause damage
Corporate Culture

“The values, attitudes, and beliefs of the people

working in an organization that control the way they
interact with each other and with external stakeholder
groups”
 Corporate culture

Entrepreneurial
Power culture Role culture Task culture Person culture
culture
 Traditional family firm converts to public limited company
Reasons
for Product-led business involves more staff by adopting team- or task-based culture

changing Recently privatized business adopts entrepreneurial culture to become more profit-orientated and
customer-focused

organizatio Merger or takeover may result in businesses adapting culture to ensure consistency

nal culture Declining profits and market share may force company to turn to person-based culture
Train staff Change staff-reward system to award the new ways

Establish new objectives

Encourage
and mission
‘bottom-up’
statement
participation for problems and solutions

Concentrate on positive
Obtain
factors
full commitment of people on the top
 ●
Power culture =
Type take it or leave it
of ●
Task- or people-
culture = two-way
Culture
culture
communication

effecting Strong
or weak
●

●
Strong = everyone
accepts and energizes
Weak = not agreed

strategic cultures set of beliefs, no

pride in ownership

implementation
Change Management

“Planning, implementing, controlling, and reviewing

the movement of an organization from its current state
to a new one.”
Understand what change means

Evolutionary
Revolutionary
changes
 Top Tip
When discussing how change will affect a
business and its strategies, try to analyze
whether the change is incremental or
dramatic, anticipated or unanticipated
c econo

Recognize the major causes for

change

s’ ac
Le
Understand the stages of change process
Where are we
New vision
now, and why is
change necessary? and objectives

Give maximum Ensure resources are

warning of the in place to enable
change change to happen

Involve staff in the

plan for change and
Communic
it’s implementation ate

Focus on Introduce initial

changes that bring
Leading change, not just managing it

Visible support of all

senior managers who
Ensuring that will help the change
acceptance of change process to be accepted
is part of the culture at all levels
Motivation of staff at
all levels

Dynamic leaders
who will eliminate
corporate inertia
 Project Champion
“A person assigned Appointed from within organization and
to support and within middle and senior managers
drive a project
forward, who
explains the
Cheerleaders
benefits of change
and assists and
supports the team
putting change into Not necessarily involved in planning and
practice” implementing
Project groups/teams

“These are created by an organization to address

a problem that requires input from different
specialists.”
Promoting change
Create an effective
Establish a sense of Develop a vision and
project team to lead
urgency a strategy for change
the change

Generate short-term
Communicate this Empower people to gains from change
change vision take action that benefit as many
people as possible

Build change into the

Consolidate these culture of the
gains and produce organization so that
even more change it becomes a natural
process
 Fear of the
unknown

Fear of
Inertia
failure

Resistance
to
strategic
change

Losing
Lack of
something
trust
of value

False
beliefs
about the
need for
change
 Top Tip
When discussing the possible resistance to
changes proposed by management, try to think
of the leadership style being used to implement
the change. This could be a major contributory
factor in determining the degree of resistance.
 Contingency plan
Identify potential
disasters that could affect
the business
“Preparing an
Assess the likelihood of
organization’s Key these occurring
resources for
unlikely steps: Minimize the potential
impact of crisis
events”
Plan for continued
operations of the business
 Top Tip
Contingency planning does not guarantee that
disasters will not occur – but it could reduce the
chances of them occurring and, just as
importantly, it prepares the business for them so
they should have a less damaging impact.