Strategy Implementation Process   Sotiria Iman Kouvalis
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Strategy Implementation Process Sotiria Iman Kouvalis

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The Process of Implementing Strategic Plans

The Process of Implementing Strategic Plans

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Strategy Implementation Process   Sotiria Iman Kouvalis Strategy Implementation Process Sotiria Iman Kouvalis Presentation Transcript

  • MBA with Strategic Planning Specialism Edinburgh Business School, Heriot-Watt University, UK Presented by Sotiria Iman Kouvalis, Mission:Focus International Strategy and Management ConsultantMaking Strategies WorkThe Process of Implementing Strategic Plans
  • Copyright for content and diagrams are attributed to Edinburgh Business School Heriot-Watt University United Kingdom Making Strategies Work Professor Alexander Roberts Andrew F. MacLennan Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • The purpose of this presentation is to give you a ‘cheat sheet’ using checklists to ensure your strategy implementation plan is on the right track in being effective. Compiled by Sotiria Iman Kouvalis, Mission:Focus View slide
  • 80% of Strategic Plans Fail Why can’t organizations (who apparently have good strategic plans) put their ideas into practice? Approximately 80% of change efforts fail to achieve their objectives. Compiled by Sotiria Iman Kouvalis, Mission:Focus View slide
  • Typical Explanations“No one can predict change in the external environment.” “The organization’s culture gets in the way.” Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Planning vs. Implementing Strategic Strategy Planning Implementation what to do how to do it (overall) (day-to-day operations) Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Outline and ChecklistMAKING STRATEGIES WORK PROCESS Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • MSW Process Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Mission { The highest level objective to be achieved. It must be clear as it provides guidance to those responsible for the organization’s achievement.
  • MissionQuestions to ask when identifying a mission:• What is the purpose of the organization?• Where are we trying to go?• What kind of organization would we like to see in the future?• What is the ultimate role of our function in the organization?• If the department suddenly didn’t exist, what important things would be missing or fail to achieve in the future? Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • MissionChecklist:• Does the mission statement state the purpose, scope, strategic marketing position, customers and markets served, what it wants to achieve, timescale, competitive strategy?• If it mentions it wants to achieve the #1 position, is it specific? No. 1 position in what? Price? Sales? Profit maximization? Market share?• Does it define its terms it uses in the mission statement?• Is it too ambiguous, lengthy, confusing or written by only a chosen few people?• Is the objective beyond being realistic and achievable? Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Environmental Analysis { The systematic identification of barriers and enablers to achieving the objectives. Normally classified into internal and external factors.
  • Environmental AnalysisQuestions to ask when identifying environmental factors:Barriers:• What gets in the way of achieving the mission?• Why has the organization not already achieved the mission?• Why can the mission not be achieved immediately?Enablers:• What could help achieve the mission?• What is your department particularly good at?• How can your department help to achieve the mission?• How can departments work together to achieve the mission? Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Environmental AnalysisChecklist:• Has a comprehensive environmental analysis been done?• Have the following tools been used: PEST, SWOT, Porter 5 Forces, Value Chain Analysis, Competitive Analysis?• Have you prioritized the environmental factors?• Has scenario planning and/or contingency plans been made for critical factors that have a high level or uncertainty/low level of control?• Have both internal and external factors been considered?• Have you avoided one-word answers like “technology” or “economy?”• Are KEIs (Key Environmental Indicator)included? Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • PEST (External) Political Economic Social Technology Note: Also consider market, competition, economic, demographic, legal factors Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • SWOT (Internal) Strengths Weaknesses Opportunities Threats Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Porter’s 5 Forces threat of new market entrants existing threat of competitive substitute rivalry in the products industry bargaining bargaining power of the power of the firm’s buyers firm’s suppliers Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Strategy { A high level statement of how enablers will be utilized and the barriers overcome in order to achieve the mission.
  • StrategyQuestions to ask when identifying a strategy:• Does it start with, “We must achieve the mission by…?”• Is it a high level statement on how the environment conditions will be overcome to achieve the mission? Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • StrategyChecklist:• Does it address the barriers and enablers of the environment?• Does it answer the HOW and not the WHAT?• Is the statement feasible given the environmental analysis?• Does it leave out details for now such as budgets, processes, timescales, roles, performance indicators, structures? Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Critical Success Factors (CSF) { The limited, critical, things that must go well in order for the strategy to succeed. They should follow the necessary and sufficient rules.
  • Critical Success Factors (CSF)Questions to ask when identifying CSFs:• What things have to happen to achieve the strategy?• Do we have to do this to achieve the strategy?• If we don’t do this, can we still achieve the strategy?Note: CSFs are milestones for managers. Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Critical Success Factors (CSF)Checklist:• Do the CSFs start with, “We must…?”• Are they action-oriented and meaningful?• Do they include both financial and non-financial factors?• Do they meet the “necessary rule” and “sufficient rule?”• Are KPIs identified?• Are the CSFs linked to the strategy?Notes:Necessary rule = it’s a CSF only if it is critical to meeting the strategySufficient rule = full set of CSFs required but no more than thatKPI = Key Performance Indicator Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Critical Activities (CA) { The activities that must be carried out in order to achieve the CSFs. These should follow the necessary and sufficient rules.
  • Critical Activities (CA)Questions to ask when identifying CAs:• What activities need to be carried out to achieve the CSFs?Note: CSFs are milestones for teams and individuals.CAs also knows as KBAs (Key Business Activities) Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Critical Activities (CA)Checklist:• CAs can be cross-functional or across departments• Are CAs linked to specific CSFs?• Are APIs (Activity Performance Indicator) identified?• Are there both financial and non-financial measures?• Are timescales identified for each CA?• Are milestones devised to track progress?• Are resources allocated and cost/project plans in place?• Are reporting systems in place to monitor and control CAs? Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Organizational Design,Processes and Systems { These should be organized in a way that facilitates the CAs. One particular system, the reward system, is worthy of close inspection.
  • Organizational Design,Processes and SystemsChecklist:• Is a RACIS matrix completed?• Are budgets taking CAs and CSFs into consideration?• Are reward systems looked at carefully to avoid unintended effects? Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • RACIS MatrixResponsibility • Approval • Consulted • Informed• Support Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • Reward Systems• Bonuses below 10% tend to not be motivational enough• Bonuses above 15% tend to lead people to move towards personal gains over achieving organizational objectives• A good mix is between 10-15% bonus above base salary• At least partially, bonuses should be linked to CAs or CSFs• Reward systems should be perceived as equitable and apply across the organization, not just for senior managers• Check to ensure that current reward systems are not producing unintended effects (notorious common error) or personal gain over the organization’s mission• Take into consideration both intrinsic and extrinsic rewards• Consider giving both individual and team rewards Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • An Extra Note AboutCompetitive Strategy• Competitive strategy success lies in the organization’s activities.• Are you choosing different activities than your competitors or doing them in a different way?• Since most organizations fail at implementing their strategies, this could be a competitive strategy itself if you implement it more effectively, quicker and at a lower cost than your competitor, making clear tradeoffs and marketing position with less unintended effects• Identify and monitor your risks and manage change effectively Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • 80% of Strategic Plans Fail But you can be part of the 20% who succeed in implementing your strategic plan. Compiled by Sotiria Iman Kouvalis, Mission:Focus
  • What You Need• A good Making Strategies Work facilitator• Support from board and senior management• The right people involved at the right stages• A good project manager Compiled by Sotiria Iman Kouvalis, Mission:Focus