Date post: | 03-Jun-2018 |
Category: |
Documents |
Upload: | sunil-ramavarapu |
View: | 221 times |
Download: | 0 times |
of 16
8/12/2019 Strategy Article2
1/16
NOTE ON
IMPLEMENTINGSTRATEGY
Presented By:
Ambuj Aggarwal(C002)
Ashwarya Agnihotri (C003)
Amaan Elahi (C015)
Sunil Ramavarapu (C041)
Ankur Shah (C046)
Tushar Srivastava (C051)
8/12/2019 Strategy Article2
2/16
Define key implementation tasks
Review variety of approaches
Identify the key skills needed toeffectively implement strategy
Objective
8/12/2019 Strategy Article2
3/16
Overview
Framework for strategyimplementation
The ImplementationTask (Creating Fits)
Functional Fit
Administrative
Implementation Plan
Reasons for misfits
Implementing Skills
Assumptions:1. Strategy is already defined.
2. Strategy is not subject to sudden change.
3. Strategy development is separate from implementation.
8/12/2019 Strategy Article2
4/16
The Implementation Task-
Creating Fits
Functional Fits
Fit between strategy andfunctional policy
AdministrativeFits
Fit between strategy andthe organization structure,processes and systems
8/12/2019 Strategy Article2
5/16
Functional Fit
Manufacturing Engineering
Marketing Finance
Functions
Functional Fits require the adoption and execution of
functional policies that are consistent with a businesss
strategic objectives.
8/12/2019 Strategy Article2
6/16
Administrative Fit
Organization Structure
Information Systems
Incentive Systems
Control Systems
Strategic Planning Systems
Organization Processes
Management Selection and Development
Corporate Culture
Leadership Style
8/12/2019 Strategy Article2
7/16
Implementation Plan
Two or three of the mostcritical issues must be
identified and addressed
Develop plans for each
Address key human andorganizational issues
Present a sequence ofaction to be taken
Determine how the managershould take actions and
assure that they are taken
Include a set of alternativeactions
8/12/2019 Strategy Article2
8/16
Implementation Situations
As organizations grow, they develop through anumber of distinct stages
One model posits that the corporationsdevelop through three distinct stages- Single
Product, Single Business, Multi Business
Each of this stage requires entirely differentways of running the company
Transitions are difficult to manage
8/12/2019 Strategy Article2
9/16
Stages of Organizational
Development
8/12/2019 Strategy Article2
10/16
Stages of Organisational
Development
8/12/2019 Strategy Article2
11/16
Implementation Modes
8/12/2019 Strategy Article2
12/16
Political Manager
Deeply involved in theimplementation process.Also aware of
administrativeconstraints.
Entrepreneurial Manager
Deeply involved inimplementation process.Little awareness towards
administrativeconstraints.
Administrative Manager
Little involvement in theimplementation process.Major concern towardsadministrativeimplications.
People and OrganizationShaker Manager
Little concern overimplementation andadministrative constraints.Just manages and adjustspeople or system.
Types of Manager Modes
8/12/2019 Strategy Article2
13/16
Reasons for Misfits
Misfits evolve due to rapid change of environment and
strategy
Some misfits are permitted deliberately but consciously
When a need to keep the option open is there, misfits
are necessary
8/12/2019 Strategy Article2
14/16
Implementing Skills
Strategic/Technical Component
Administrative/Organizational Component
Interpersonal ComponentAnalytical
Communication
Timing
Identify individuals who will be affected bystrategy
Administrative
Commitment to purpose
Business Standards
Ethical Standards
Trust of subordinates
Leadership
8/12/2019 Strategy Article2
15/16
Application to Case Study
Identify the strategy
Spell out administrative and functional fits Identify those fits which are crucial
Develop implementation plan
8/12/2019 Strategy Article2
16/16