Strategic Implementation

DR. Rajesh Tripathi 9-1

 Strategy Implementation

--Sum total of activities & choices

required for the execution of a strategic
plan

--Process by which strategies and

policies are put into action through
programs, budgets, and procedures

--Everyone in the organization should be

involved in the process
DR. Rajesh Tripathi 9-2
 Strategy Implementation

Managers are faced with key questions in

the Implementation Process –

–Who carries out strategic plan?

–What needs doing to align operations with
new direction/strategy?
–How is work going to be coordinated?

DR. Rajesh Tripathi 9-3

 Common Implementation Problems

More time than planned

Unanticipated problems
Activities ineffectively coordinated
Problems in Employees w/o capabilities
Implementing Inadequate employee training
Strategic plans Uncontrollable external factors
Inadequate leadership
Poorly defined tasks
Inadequate information systems

DR. Rajesh Tripathi 9-4

 3 Cs of Strategic
Implementation
• Clarify your strategy: All too often, strategies are expressed as high-level
statements that resonate with board and executive levels but fall flat with
mid-level and frontline personnel. Unfortunately, if people don’t understand
the strategy, they are unable to connect with it. So the first step is to clarify
your strategy in a way that people in your organization can rally to support
its implementation.
• Communicate your strategy: I’ve never encountered an organization where
I heard from people that we communicate too often or with plenty of clarity.
So then, communication is the second C. Powerfully communicating the
essence of your strategy at every level of the organization using multiple
mediums is the key here.
• Cascade your strategy: If strategy is “what” you do then tactics are “how”
you do it. And if you want your strategy implemented well, you need to
cascade it throughout the organization and get to the practical and tactical
components of people’s jobs every day.

DR. Rajesh Tripathi 9-5

 Strategy Implementation

Programs – Defining Activities

– Purpose is to define activities and to make the
strategy action oriented
– One way to examine the likely impact of new
programs and activities will have on the
organization is the Matrix of Change.
– It compares proposed and existing programs
and activities and can be used to address the
following types of questions:
• How quick change should proceed?
• In what order change should take place?
• Is the proposed system stable and coherent?

DR. Rajesh Tripathi 9-6

 Strategy Implementation

Budgets – Allocate funds to the new activities

–Define how much implementation will cost.
–The budget is the last real check a firm has
on the feasibility of the selected strategy.

Procedures – Handle the day-to-day details

–Standard Operating Procedures (SOP’s) detail
the various activities that must be carried out to
complete a corporation’s programs

DR. Rajesh Tripathi 9-7

Thank You

DR. Rajesh Tripathi 9-8