Transitioning To ImplementationPresentation 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
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
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