Strategy Implementation
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Transcript of Strategy Implementation
WHY THE CONCERN
THE HISTORY OF CORPORATE PLANNING TO STRATEGIC MANAGEMENT STRATEGIC FUNCTIONING
SOME CAUSES OF POOR IMPLEMENTATIION
THE CORPORATE PLANNING SYNDROME / AIR TUNNEL APPROACH
Contd....
INFIRMITIES IN STRATEGY (CAUSE OF TYPOLOGY MINDSET- creativity as answer)
Contd...
LACK OF CONSENSUS / COMMITMENT TO STRATEGY (Middle-up down?)
Contd....
EXIT / ABSENCE OF LEADER
INABILITY TO CHANGE / ABORT WHEN NEEDED
Contd.....
RESOURCE MISMATCH
Org., BUREUCRACY
...Contd...
LACK OF CLEAR ROAD MAP LACK OF MIND MAPPING OF
ISSUES
MANAGERS & STRATEGY IMPLEMENTATION
The inhibitor The mechanical implementer The promoter Owner Amplifier / “Rippled”
The Logic of Goals
What counts gets measured What gets measured gets done What gets done gets rewarded What gets rewarded counts
Goals & Maps
The Map when you are lost in the sea / forest Goals – specific, measurable, ever
enhancing,integrated with others, and for org/social benefit
Preparing the map, timelines, goals, standards, contingencies / risks, (overall a live system containing formats, new processes, new language, new culture, new habits of success)
MONITORING & CONTROL ISSUES
TACTICAL OR STRATEGIC - FORM OR SUBSTANCE…BALANCING ACT
BENCH - MARKING PROGRESS (NOT SHOOTING & THEN AIMING)
MONITORING EXTERNAL / INTERNAL ASSUMPTIONS
STRATEGIC ISSUE MANAGEMENT