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NOTE ON

IMPLEMENTINGSTRATEGY

Presented By:

Ambuj Aggarwal(C002)

Ashwarya Agnihotri (C003)

Amaan Elahi (C015)

Sunil Ramavarapu (C041)

Ankur Shah (C046)

Tushar Srivastava (C051)

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Define key implementation tasks

Review variety of approaches

Identify the key skills needed toeffectively implement strategy

Objective

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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.

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The Implementation Task-

Creating Fits

Functional Fits

Fit between strategy andfunctional policy

AdministrativeFits

Fit between strategy andthe organization structure,processes and systems

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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.

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Administrative Fit

Organization Structure

Information Systems

Incentive Systems

Control Systems

Strategic Planning Systems

Organization Processes

Management Selection and Development

Corporate Culture

Leadership Style

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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

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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

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Stages of Organizational

Development

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Stages of Organisational

Development

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Implementation Modes

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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

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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

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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

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Application to Case Study

Identify the strategy

Spell out administrative and functional fits Identify those fits which are crucial

Develop implementation plan

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