2. z
Strategy
implementation is the
process by which
objectives, strategies,
and policies are put
into action through the
development of
programs, budgets, and
procedures. It is the sum
total of the activities and
choices required for the
execution of a strategic
plan.
5. z
STRATEGIC ACTION PLANNING
It is the process of setting goals,
deciding on actions to achieve those goals
and mobilizing the resources needed to take
those actions. A strategic plan describes how
those goals will be achieved and which
resources will be used to achieve them.
6. z
Strategic Plan vs. Action Plan
A strategic plan outlines your vision for the future. It
helps you to prioritize goals, make resourcing decisions,
and rally employees, leaders, elected officials,
stakeholders, and residents around a shared vision for
your organization or community.
An action plan puts your strategy into the heads, hearts,
and hands of the people who will make a real, measurable
difference by implementing your strategic plan.
Your action plan takes your strategic plan and makes it
operational—it brings your strategy to life.
7. z
An action plan includes:
The programs, activities, and projects that
will push forward your strategies, each with
an assigned owner and contributors. These
are often developed by department heads
with input from frontline workers.
Allocation of resources that will drive the
strategic plan forward
Progress reporting structure and timeline
8. z
Creating an Action Plan
1. Build S.M.A.R.T actions
2. Align your plan with your budget
3. Be clear and proactive about your “why”
4. Assign roles and responsibilities
5. Establish realistic timelines
6. Measure and report on your performance
12. z
RESTRUCTURING
It is also called downsizing, rightsizing, or delayering- involves
reducing the size of the firm in terms of the number of
employees, number of divisions or units, and number of
hierarchical levels in the firm's organizational structure.
This reduction in size is intended to improve both
efficiency and effectiveness.
It is concerned with eliminating or establishing,
shrinking or enlarging, and moving organizational
departments and divisions.
Restructuring is concerned primarily with shareholder well-
being rather than employee well-being.
13. z
Basic reasons to restructure are:
To make the organization more profitable and
integrated
To achieve efficiency and effectiveness
To reduce unwanted and overwhelming expenses
To implement new technologies
To open to new markets on a global scale
14. z
Basic reasons to restructure are:
To meet the customers’ demands in a quicker and
smoother way
To be more competitive and achieve the market
advantage
To raise from the crisis or survive a currently
adverse economic climate
To move in an entirely new direction and enhance
the share-holder value.
15. z
RESTRUCTURING STRATEGIES
Downsizing, layoff, rightsizing or smart
sizing
Star bursting or networking
De-layering
Outsourcing
Virtualization
Verticalization
16. z
Advantages Disadvantages
1. Decrease in operation
costs
2. Increased efficiency
and communication
3. Increased operational
efficiency
1.Loss of key skilled
workers
2.Drop in morale
3.Re-training
17. z
REENGINEERING
It also called process management, process innovation,
or process redesign—involves reconfiguring or
redesigning work, jobs, and processes for the
purpose of improving cost, quality,
service, and speed.
Its focus is to change the way work is actually
carried out.
It is concerned more with employee and customer
well-being than shareholder well-being.
21. z
LEADERSHIP
It is the ability of an individual to
influence, motivate, and enable
others to contribute towards the
effectiveness and success of the
organization of which they are
members
22. z
Leaders and Strategic Implementation
Determining strategic direction
Establishing balanced organizational controls
Effectively managing the organization’s
resource portfolio
Sustaining an effective organizational culture
Emphasizing ethical practices and
organizational controls
26. z
CULTURE AND STRATEGIES
Organizational culture can
strongly affect the ability of a
company to shift its strategic
direction because it has a
powerful influence on the behavior
of all employees.
27. z
CULTURE AND STRATEGIES
Initiatives and goals must be
established within an organization
to support and establish an
organizational culture that
embraces the organization’s
strategy over time.
28. z
Thus, changing a firm’s culture
to fit a new strategy is usually
more effective than changing a
strategy to fit an existing culture.
CULTURE AND STRATEGIES
