Chapter 7

Implementing Strategies: Management &

Operations Issues

Strategic Management:
Concepts & Cases
13th Edition
Fred David

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Strategy Formulation vs.
Implementation
Strategy Formulation
 Positioning forces
before the action
 Focus on effectiveness
Strategy Implementation
 Managing forces during
the action
 Focus on efficiency

 Primarily intellectual  Primarily operational

 Requires good intuitive  Requires special

and analytical skills motivation and
leadership skills
 Requires coordination
 Requires coordination
among a few people among many people

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Nature of Strategy Implementation
Management Perspectives

 Shift in responsibility

Divisional or
Strategists Functional
Managers

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 Management Issues Central to
Strategy Implementation
 Establish annual  Match managers to strategy
objectives  Develop a strategy-
 Devise policies supportive culture
 Allocate resources  Adapt production/operations
 Alter existing processes
organizational structure  Develop an effective human
 Restructure & reengineer resources function
 Revise reward & incentive  Downsize & lay off as
plans needed
 Minimize resistance to  Link performance & pay to
change strategies
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Purpose of Annual Objectives

Basis for resource allocation

Mechanism for management evaluation
Major instrument for monitoring progress
toward achieving long-term objectives
Establishpriorities (organizational, divisional,
and departmental)

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Annual Objectives

 Horizontal consistency of objectives

 Vertical consistency of objectives

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Policies

 Policies set boundaries,

constraints, and limits on the kinds
of administrative actions that can
be taken to reward and sanction
behavior

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Resource Allocation

Four Types of Resources

1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources

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Managing Conflict

 Conflict not always “bad”

 Lack of conflict may signal apathy
 Can energize opposing groups to action
 May help managers identify problems

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Managing Conflict
 Approaches for managing and resolving
conflict
 Avoidance

 Defusion

 Confrontation

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Matching Structure with Strategy

 Structure dictates how objectives

and policies will be established
 Structure dictates how resources

will be allocated
 Changes in strategy often lead to

changes in organizational structure

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Basic Forms of Structure

 Functional Structure
 Divisional Structure
 Strategic Business Unit Structure
(SBU)
 Matrix Structure

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Functional Structure

 Group tasks and activities by

business function

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Functional Structure

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Divisional Structure

 Canbe organized in one of four

ways:
 By geographic area
 By product or service

 By customer

 By process

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Divisional Structure

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Strategic Business Unit Structure
(SBU)
 Group similar divisions into
strategic business units and
delegate authority and
responsibility for each unit to a
senior executive who reports
directly to the chief executive
officer
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Matrix Structure

 The most complex of all designs

because it depends upon both
vertical and horizontal flows of
authority and communication

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Matrix Structure

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Restructuring, Reengineering, and
E-engineering

Restructuring is called
Downsizing
Rightsizing
Delayering
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Restructuring, Reengineering, and
E-engineering

Cornerstones of Reengineering
Decentralization
Reciprocal interdependence
Information sharing

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Tests for Performance-Pay Plans
Does the plan capture attention?

Do employees understand the plan?

Is the plan improving communication?

Does the plan pay out when it should?

Is the company or unit performing better?

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Creating a Strategy-Supportive Culture

1. Formal statements of organizational

philosophy
2. Design of physical spaces
3. Deliberate role modeling, teaching,
and coaching
4. Explicit reward and status system
5. Stories, legends, myths
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Creating a Strategy-Supportive Culture

6. What leaders pay attention to

7. Leader reactions to critical incidents and
crises
8. Organizational design and structure
9. Organizational systems and procedures
10. Criteria for recruitment, selection,
promotion, leveling off, retirement, and
“excommunication” of people
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Production/Operations Concerns

Production processes typically

constitute more than 70% of a
firm’s total assets

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Production/Operations Decision
Examples
Plant size
Inventory / Inventory control
Quality control
Cost control
Technological innovation
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Human Resource Concerns
Assessing staffing needs/costs
Furloughs/Layoffs

Developing performance incentives

ESOPs

Work–life balance issues

Matching managers with strategy
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Corporate Wellness Programs

 Wellness of employees has

become a strategic issue for many
firms

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