STRATEGY IMPLEMENTATION

Strategy implementation is the creation of the appropriate

organizational structure and processes to execute the
strategic plan.
The organizational structure basic four types
• Functional
• Product
• Matrix
• Regional Structure
A process is a sequence of related task to deliver

McKinlsey’s framework- is a conceptual framework of

seven interrelated variables for organizing change
management, which emphasizes organizational values in
addition to strategy, structure and systems.
Functional Structure – is the division of labour into
specialized operations, such as divisions specializing in
buying, manufacturing, marketing, finance etc.
Process Organization- A business is a series of activities to
attain a business objective

Cross-Functional Structure- Companies like Toyota that

balancing cross-functional priorities through their
organizational domain
Downsizing- Increasing environmental dynamism and
volatility brought on by globalization and the advent of new
types of hyper-competition, such as that of internet
companies, have made common consolidation and
downsize.
System and Systems Thinking- Systems are formal
structures, written protocols, rules, and pro-certificates that
condition routines and standard working methods.

Strategic Control- is the monitoring and review of the

strategic purpose, objectives, and strategic management
of an organization; this involves organizing and managing
adaptations and changes during the strategy’s on going
execution
Strategy execution- is the strategy management during
day to day management.

Strategic performance management- is a strategically

controlled framework that allows the implementation
management of the delivery of its strategic goals by a
senior level.
 THE REVIEW WHEEL
A Review Wheel is the interpretation of an organization’s
evaluation program can be defined by three factors: long-
term purpose, objectives and strategy; short term
implementation and execution
Strategic Performance Management-is the translation into
the day to day long-term goals and strategies.
Focus- Senior managers, who are part of a team typically
composed of departmental and functional heads, are the
primary participants in the cycle focus space.
Alignment- the critical few in a company are taken as
their strategic objectives to be used in routine local
preparation and used in routine local preparation and
used at other levels.

Integration- During integration management principles

and market methodologies get into their own.
 LEVELS OF STRATEGIC CONTROL

Level 1: Belief Systems

Level 2: Diagnostic Control System
Level 3: Diagnostic Control System
Level 4: Interactive Control System

Strategic Leadership- how top management and other

executive levels guide the company to work for the
accomplishment of the organization.
Leadership- is a capacity of a person or group of
individuals to influence others to attain the organizational’s
intent and goals.
THE FOUR COMPETENCIES OF MANAGEMENT

• The Management of Attention

• The Management of Meaning
• The Management of Trust
• The Management of Self

THE LEADRSHIP STYLES

• Transformational Leadership
• Transactional Leadership
• Charismatic or Visionary Leadership
• Quite, participative leadership
 STRATEGIC CHANGE
Organizational culture starts with the leadership given by the
founder of an organization. The core principles set in the early
days and an organization’s development and growth ultimately
imprints a distinctive character that is likely to continue even
after the initial founders and managers have left.

--THE END, THAT’S ALL THANK YOU--