7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 1/18
Test the Strategy Against
• Business environment• Improve or sustain the position verses
the competition
• Culture? Especially the paradigm• Other resources• Build on internal strengths (value chain)
core competences, core resources• SWOT• How adaptive is it?• Seeking to gain competitive advantage
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 2/18
Implementation
Establish the broad targets anddeadline(s) within each area. These
areas could include:
• Marketing strategy
• Human resource strategy
• I.T. Strategy
• Finance strategy
• Operations strategy
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 3/18
Resource Integration in a New Product Launch
(Johnson, Scholes and Wittington: 2006)
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 4/18
“Great Strategy; LousyImplementation” (Grant: 2005)
• If implementation is not taken account of itslousy strategy
– Consider structure decentralised or centralised – Control tight or loose or selective?
– Top down or bottom up?
– Functional, divisional, matrix, non hierarchical
– Culture(adapted from Grant:2005)
– Power
– Managing change
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 5/18
Monitoring and Controlling -Four Key Elements
• Set the targets
• Measure performance
• Analyse any difference
• Take appropriate action
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 6/18
Power - Who Has the Power?
• Shareholders
• Government
• Customers
• Society
• Managers• Staff
• Groups within the stakeholders
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 7/18
Sources of Power
• Position
• Resource
• Person
• Physical
• Expert(Handy:1976)
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 8/18
Structure
• Organising to align resources
– Function
– Geography
– Customer
– Product
– Mixture
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 9/18
Culture
• Work with it if possible
• Can be slow and difficult to change
• Culture can inform your approach tochange
• Paradigm
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 10/18
Consider Changing
• I.T.
• Culture NB paradigm
• Roles and responsibilities
• Reward systems
• Organisational structure
(Adapted from Hall, Rosenthal and Wade:1993)
• It is managing change
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 11/18
Managing Change
“It should be borne in mind that there is nothing more difficult
to handle, more doubtful of success, and more dangerous tocarry through, than initiating changes in a state‟s constitution. The innovator makes enemies of all those who prosperedunder the old order, and only lukewarm support isforthcoming from those who would prosper under the new.Their support is lukewarm partly from fear of theiradversaries, who have the existing law on their side, and
partly because men are incredulous, never really trustingnew things unless they have tested them by experience. Inconsequence, whenever those who oppose the changes cando so, they attack vigorously, and the defence made by
others is only lukewarm. So both the innovator and hisfriends come to grief.” (Machiavelli:1513)
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 12/18
Machiavelli States Three Principles
• Can you maintain yourself alone, or doyou need the protection of others?
• Esteem your nobles, but don‟t makeyourself hated by the populace
• Ferdinand, King of Spain „continually
contrived great things which have kepthis subjects‟ minds uncertain and
astonished, and occupied in watching
their result‟.
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 13/18
Different Approaches to theManagement of People
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and co-optation• Implicit and explicit coercion
(Kotter and Schlesinger: 1979)
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 14/18
Strategic Planning
(Gould and Campbell: 1987 in Johnson, Scholes and Wittington: 2006)
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 15/18
Financial Control
(Gould and Campbell: 1987 in Johnson, Scholes and Wittington: 2006)
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 16/18
Strategic Control
(Gould and Campbell: 1987 in Johnson, Scholes and Wittington: 2006)
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 17/18
A Holding Company (1)
• Investment company
– Shareholdings in variety of separate businesses
– Subsidiary businesses operate independently,have other shareholders and retain originalcompany name
– Portfolio parenting role
(Johnson, Scholes and Wittington: 2006)
7/31/2019 Evaluation and Implementation
http://slidepdf.com/reader/full/evaluation-and-implementation 18/18
A Holding Company (2)
• Characteristics
– Flexible
• Bring in outside shareholders as partners
• Sell subsidiaries as conditions change
– Hard to control
• Hands-off management style
• Rights of outside shareholders – Difficult knowledge sharing – little synergy
(Johnson, Scholes and Wittington: 2006)