Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 48 views

    Strategy Analysis & Choice Implementing Strategies: Management Issues

    Uploaded by

    Borey Kimyeat
    This document discusses strategies for implementing organizational strategies. It contrasts strategy formulation, which involves positioning forces before action, with strategy implementation, which involves managing forces during action. Effective implementation requires aligning people behind the strategy through relationship management and influencing skills. It also requires managing potential conflicts, having an organizational structure aligned with strategy, and managing resistance to change. Key aspects of successful implementation include stakeholder analysis, prioritizing implementation actions, allocating resources, and managing the effects of knowledge and technology.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd

    Strategy Analysis & Choice Implementing Strategies: Management Issues

    Uploaded by

    Borey Kimyeat
    48 views30 pages
    This document discusses strategies for implementing organizational strategies. It contrasts strategy formulation, which involves positioning forces before action, with strategy implementation, which involves managing forces during action. Effective implementation requires aligning people behind the strategy through relationship management and influencing skills. It also requires managing potential conflicts, having an organizational structure aligned with strategy, and managing resistance to change. Key aspects of successful implementation include stakeholder analysis, prioritizing implementation actions, allocating resources, and managing the effects of knowledge and technology.

    Original Description:

    presentation part

    Original Title

    CH7 Strategy Implementation

    Copyright

    © © All Rights Reserved

    Available Formats

    PPT, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document discusses strategies for implementing organizational strategies. It contrasts strategy formulation, which involves positioning forces before action, with strategy implementation, which involves managing forces during action. Effective implementation requires aligning people behind the strategy through relationship management and influencing skills. It also requires managing potential conflicts, having an organizational structure aligned with strategy, and managing resistance to change. Key aspects of successful implementation include stakeholder analysis, prioritizing implementation actions, allocating resources, and managing the effects of knowledge and technology.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    48 views30 pages

    Strategy Analysis & Choice Implementing Strategies: Management Issues

    Uploaded by

    Borey Kimyeat
    This document discusses strategies for implementing organizational strategies. It contrasts strategy formulation, which involves positioning forces before action, with strategy implementation, which involves managing forces during action. Effective implementation requires aligning people behind the strategy through relationship management and influencing skills. It also requires managing potential conflicts, having an organizational structure aligned with strategy, and managing resistance to change. Key aspects of successful implementation include stakeholder analysis, prioritizing implementation actions, allocating resources, and managing the effects of knowledge and technology.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    You are on page 1of 30

    Implementing Strategies:

    Strategy
    Analysis
    &
    Choice
    Management Issues
    Contrasting strategy formulation and
    strategy implementation
    Formulation is positioning forces before the action
    Implementation is managing forces during the action

    Overview

    Aligning People Behind Strategy


    Managing Conflict
    Organizational structures
    Managing change
    Organisational culture
    Stakeholder analysis
    Implementation steps
    Managing Knowledge & technology

    Implementing Strategies:
    Strategy
    Analysis
    &
    Choice
    Management Issues
    Contrasting strategy formulation and
    strategy implementation
    Formulation focuses on effectiveness
    Implementation focuses on efficiency

    Implementing Strategies:
    Strategy
    Analysis
    &
    Choice
    Management Issues
    Contrasting strategy formulation and strategy
    implementation
    Formulation is primarily an intellectual process
    Implementation is primarily an operational process

    Implementing Strategies:
    Strategy
    Analysis
    &
    Choice
    Management Issues
    Contrasting strategy formulation and
    strategy implementation
    Formulation requires good intuitive and analytical skills
    Implementation requires special motivation and
    leadership skills

    Implementing Strategies:
    Strategy
    Analysis
    &
    Choice
    Management Issues
    Contrasting strategy formulation and
    strategy implementation
    Formulation requires coordination among a few
    individuals
    Implementation requires coordination among many
    persons

    Implementing Strategies:
    Strategy
    Analysis
    &
    Choice
    Management Issues
    Strategy implementation
    Varies among different types and
    sizes of organizations

    Implementing Strategies:
    Strategy
    Analysis
    &
    Choice
    Management Issues
    Strategy implementation Actions

    Altering sales territories


    Adding new departments
    Closing facilities
    Hiring new employees
    Cost-control procedures
    Changing advertising strategies
    Building new facilities

    Management Perspectives
    Formulation to Implementation
    transition
    Shift in responsibility
    From strategists to division and
    functional managers

    Aligning People Behind Strategy


    Strategy would be difficult to implement if
    there is resistance
    Requires two area:
    - Relationship Management: support change
    agents & supporters; dont alienate
    gatekeepers & others
    - Need key influencing skills: keep momentum
    towards change & coalition building

    Managing Conflict
    Conflict
    Disagreement between two or more
    parties on one or more issues

    Managing Conflict

    Conflict is not always bad


    Absence of conflict
    Signal indifference or apathy

    Can energize opposing groups to action


    May help managers identify problems

    Managing Conflict
    Conflict Management and Resolution
    Avoidance
    Defusion
    Confrontation

    Matching Structure with Strategy


    Changes in Strategy

    Changes in Structure

    1. Structure largely dictates how objectives


    and policies will be established.
    2. Structure dictates how resources will be
    allocated

    Basic Forms of Structure


    1. Functional Structure

    Groups tasks and activities by business


    function

    2. Divisional Structure

    Decentralized and organized by


    geography, product, customer, or process

    Basic Forms of Structure


    3. Strategic Business Unit Structure (SBU)

    Groups similar divisions; delegates authority


    and responsibility to SBU executive

    4. Matrix Structure

    Most complex of all designs. Depends upon


    both vertical and horizontal flows of authority
    and communication

    Managing Resistance to Change

    Resistance to change
    Single greatest threat to successful
    strategy implementation

    Managing Resistance to Change


    Change raises anxiety over fear of:
    Economic loss
    Inconvenience
    Uncertainty
    Break in status-quo

    Change Strategies

    Force Change Strategy


    Educative Change Strategy
    Rational or Self-Interest Change
    Strategy

    Creating a Strategy-Supportive
    Culture
    Strategists should strive to preserve,
    emphasize, and build upon aspects
    of existing culture that support new
    strategies.

    Creating a Strategy-Supportive
    Culture
    Elements linking culture to strategy:
    1.
    2.
    3.
    4.
    5.
    6.
    7.
    8.
    9.
    10.

    Formal statements of philosophy, charters, etc. used for


    recruitment and selection, and socialization
    Designing of physical spaces, facades, buildings
    Deliberate role modeling, teaching and coaching
    Explicit reward and status system, promotion criteria
    Stories, legends, myths about key people and events
    What leaders pay attention to, measure and control
    Leader reactions to critical incidents and crises
    How the organization is designed and structured
    Organizational systems and procedures
    Criteria used for recruitment, selection, promotion, retirement

    Prioritising Implementation

    Root Cause (Fishbone analysis)


    From To - Analysis
    Attractiveness Difficulty Analysis
    Wishbone Analysis

    Implementation Strategy
    Force-Field Analysis
    Stakeholder Analysis: Steps:
    - identify key stakeholders
    - evaluate whether they have high,
    medium or low influence on the strategy
    - evaluate whether they are for, against
    or neutral

    Stakeholder Analysis: Next Step


    Can new stakeholders be brought in/old
    stakeholders removed to improve
    support?
    Boost influence of for stakeholders?
    Reduce influence of against
    stakeholders
    Coalition of for stakeholders possible?

    Stakeholder Analysis (contd)


    Can coalition of against stakeholders
    prevented?
    Can the project be reformulated to
    make it acceptable?
    Possible to bring abroad against
    stakeholders by including their prized
    areas?
    Need to redefine project?

    Planning Implementation Steps

    Establish objectives
    Identify actions (steps) required
    Identify & assess resources available
    Allocate accountabilities/responsibilities
    Plan monitoring & review activities

    Resource Allocation
    Resource Allocation
    A central management activity that
    allows for strategy execution

    Resource Allocation
    Four types of resources
    1.
    2.
    3.
    4.

    Financial resources
    Physical resources
    Human resources
    Technological resources

    Knowledge & Technology Effects


    Business strategy: creates new
    opportunities, e.g., services available
    over the net instead of in person
    Culture: more innovative and open
    culture due to electronic info
    dissemination (free-flow of info)
    Organizational structure: Flatter & fluid

    Knowledge & Technology


    Effects (contd)
    Management: unstructured
    management processes possible with
    info on net, etc
    Work: all professional work includes IT
    component
    Workplace de-centralised; can work
    from home

    You might also like