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Transitioning To Implementation
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Transitioning To Implementation

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Transitioning To Implementation Transitioning To Implementation Presentation Transcript

  • Transitioning to Implementation
  • Implementation: Key Points
    • Although the development of a good strategic plan is challenging, implementation is even more difficult
    • Implementation of a strategic plan should begin quickly, and well before the plan is adopted by the organization
  • Implementation Framework
    • This is the last strategic planning task, and involves placing the objectives detailed from the strategic formulation process, into a framework
    • The actions from each objective needs to be developed, and should be assigned to a primary party who will oversee its overall direction and implementation
  • Sample Implementation Format: Figure 6.2 (Zuckerman, p. 82) Resource Requirements Target Completion Responsibility Goal 1: Magnitude of resources required ($ and effort) Month and year (can also provide start date and key intermediate points) Individual leading effort and support staff or team 1.1 Objective a. b. c. d. 1.2 Objective a. b. c. d. 1.3 Objective a. b. c. d.
  • Implementation Framework Cont’d.
    • Primary responsibility shifts from:
      • board member s senior management
    • middle management & staff
    • ( frontline implementation team )
    • Implementation team members need to fully understand the details of the strategic plan that has been put together by the board and senior management, if success is to be attained.
  • Implementation Framework Cont’d.
    • Contingency plan developed for challenging or complicated strategies
    • As Zuckerman states, “Most experts concur with Ginter, Swayne, and Duncan (2002) that, implementation is as much a job of strategic leadership as strategy formulation…and that effective strategy implementation requires the same determination and effort that is devoted to situation analysis and strategy formulation.”
  • Transitioning to Implementation: 5 Key Steps
    • Assignment of tasks for implementation
    • Communications and roll out plan
    • Detailed planning
    • Monitoring progress
    • Plan review & update
  • Zuckerman (2005): Assignment of T asks for Implementation
    • Specific individuals must be designated and held accountable for each objective and action
  • Communications and R oll O ut
    • Fogg (1994) notes the four central steps of the communications plan:
      • Audiences that need to be addressed
      • How to determine what to tell each audience
      • The best method for communicating the plan
      • Typical methods for communicating the mission statement for the first time
  • Zuckerman (2005): Detailed Planning
    • In certain cases more detailed analysis or study during the implementation phase may be desirable and warranted and should be anticipated, structured, and managed
  • Zuckerman (2005): Monitoring Progress
    • Progress must be monitored on a regular basis during implementation, with plans adjusted as needed.
  • Zuckerman (2005): Plan Review & Update
    • If at all possible the organization should commit to carrying out strategic planning on an ongoing basis
  • Zuckerman (2005): Adoption of Strategic Plan Steps
    • Preparation of an executive summary
      • Often the only material read by many board members and key stakeholders
    • Preparation of the strategic plan document
      • Depending on the organization, it is sometimes issued as a separate document from the summary or as an attachment to the summary.
    • Resolution by the strategic planning committee recommending approval of the plan by the board
    • For most hospitals and health systems, review and input is offered by the medical staff leadership
    • Formal and informal educational sessions and presentations of the strategic plan to the board
    • Strategic plan approval by the board
  • Corboy & O’Corribui (1999): 7 Actions That Hinder Effective Strategy Implementation
    • The strategy is lacking in terms of rigor, insight, vision, ambition, or practicality
    • People are not sure how the strategy is to be implemented
    • The strategy is communicated on a “need to know” basis rather than freely throughout the organization
    • No one is responsible for each aspect of strategy implementation
    • Strategic leaders send mixed signals by dropping out of sight when implementation begins
    • Unforeseen obstacles to implementation will inevitably occur so that responsible people should be prepared for them and be encouraged to overcome barriers in creative and innovative ways
    • Strategy becomes all consuming and details of day-to-day operations are lost or neglected
  • Questions???