Strategy implementation

1. STRATEGY IMPLEMENTATION
Strategy Implementation refers to the execution
of the plans and strategies, so as to accomplish
the goals of the organization. It converts the
opted strategy into the moves and actions of the
organisation to achieve the objectives.
Strategy implementation is the technique through
which the firm develops, utilises and integrates
its structure, culture, resources, people and
control system to follow the strategies to have the
edge over other competitors in the market.

3. PROJECT IMPLEMENTATION
 Project implementation is the implementation phase
of a project plan that focuses on taking action.
 Project objectives and scope
 Project deliverables and deadlines
 Team responsibilities
 Risk and resource management
 Key Performance Indicators (KPIs)

4. PROCEDURAL IMPLEMENTATION
 Procedural Implementation deals with the different
aspects of the regulatory framework that Indian
companies have to consider.
 Any organisation which is planning to implement
strategies must be aware of the regulatory framework
within which the plans, programmes , and projects have
to be approved by the government (central and state).

5.  Following the procedures laid down for implementation
constitutes an important component of
strategy implementation in the Indian context :
 Licensing Procedure
 Foreign Collaboration Procedure
 FEMA Requirements
 MRTP Requirements
 Import and Export Requirements
 Incentives and Facilities Benefits
 Pollution Control & Labour Legislation Requirements

6. LICENSING
 The system of planning rests on three policy
documents
 Section 30 of the IDR Act, 1951 deals with the
Registration &Licensing of industrial undertaking rules.
 Under this Act, a license is necessary for establishing
a new unit, manufacturing a ‘new article’, substantial
expansion of capacity in existing business, and
changing location.
 Industrial Policy Resolution, 1956 Industries
(Development& Regulation) Act, 1951
Industrial Licensing Policy,1973

7. LICENSING PROCEDURE
 The licensing procedure requires the applicant to
approach the Secretariat for Industrial Approvals
(SIA), which is common for receiving & processing
all types of applications related to industrial
projects.
 Composite applications are dealt by the Project
Appraisal Board
 Application considered by a number of govt.
agencies &ministries before a Letter of Intent is
issued.
 After conditions are fulfilled , the Letter of Intent is
converted into an industrial license.

8. FEMA
 An Act to consolidate and amend the law relating to
foreign exchange with the objective of facilitating
external trade and payments and for promoting the
orderly development and maintenance of foreign
exchange market in India.

9. POLLUTION CONTROL AND LABOUR LEGISLATION
REQUIREMENTS
 The Govt. of India has passed several laws relating to the
protection of environment. The business organizations should have
a good knowledge of such laws few of them are as follows:
 The Water (Prevention & Control of Pollution) Act, 1974.
 The Air (Prevention & Control of Pollution) Act, 1981.
 The Environment Protection Act, 1986, etc.
The Govt. of India has passed several laws to protect the interest of
the workers.
The Factories Act, 1948.
 The Workmen Compensation Act, 1923.
 The Bonus Act, 1965.
 The Minimum Wages Act, 1948.
 The Industrial Disputes Act, 1947

10. RESOURCE ALLOCATION
 Resource allocation is the process of strategically
selecting and assigning available resources to a task or
project in support of business objectives.
 Profitable engagements
 Client satisfaction
 Staff retention

11. BEHAVIOURAL IMPLEMENTATION
Successful strategy preparation does not assure the effective
implementation of the same.
To implement strategy effectively the organisation needs
discipline, motivation and hard work from all the employees in
the organisation.
Managers have to play a very critical role in the implementation
of strategy. They need to see if the resources of the organisation
are aligned properly and the critical aspects of organisation like
leadership, power and culture are managed properly so that the
employees work in a united manner in the realization of the
company's objectives.

12. ASPECTS OF BEHAVIOURAL IMPLEMENTATION

13. 1) Leadership :
Leadership plays an important role in implementation of strategy in
an organisation. The leadership plays a critical role in the execution
and leader through his personal traits acts as a catalyst within the
structure of the organisation. The transformation of strategy from a
good concept to actual implementation is made possible only by the
leadership of the organisation.
2) Corporate Culture :
The culture of the organisation is the environment which prevails
through the interactions of the various employees. It is defined by the
experiences, education, mind-set, attitudes, beliefs, strengths and
weaknesses of the employees of the organisation. The leaders
contribute to the leadership aspect of the organisation whereas the
employees create the culture of the organisation.

14. 3) Social Responsibilities :
Social responsibility is a concept which states that every entity
individual or organisation has a responsibility to the society that it
exists in and its actions should benefit the society. The entity needs
to see that all its actions maintain a balance between the economy
and the ecosystem.
4) Power and Politics :
The power denotes the ability of a person to influence the
behaviour of another person. A person who has the power can
influence the behaviour and actions of other people in the
organisation. It denotes a sense of control. The supervisory aspect
in a manager bestows on him the power his subordinates and get
influence him to do what he wants. Politics on the other hand is
the manner in which a person gains power over another. It is thus
the process of acquiring power in an organisation to attain some
desired objective.

15. 5) Ethics :
Ethics in management refers to "the study of how personal moral
norms apply to activities and goals of a commercial enterprise. It
thus relates the goals and objectives value of the organisation to
the personal systems of the individual. To incorporate ethics in
business strategy managers have to ask three questions - What do
we stand for? What is the objective? What kind of values do we
have?
6) Values :
A value system is a framework or a set of ideals which govern the
person's behaviour. In a sense they are similar to attitudes but are
more permanent in nature and not easy to change. A value may be
defined as "a concept of a desirable, an internalized criterion or
standard of evaluation a person possesses. Such concepts and
standards are relatively few and determine or guide an individual's
evaluations of the many. objects encountered in everyday life".