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Anubhav Grover12HM08
Perquisites for SIA conducive atmosphere.Healthy relations betweenvarious sub-units.A strong culture.Sound ethical practic...
Implementing StrategiesStrategy Implementation means change.Less than 10% of strategies formulated are successfullyimpleme...
Leadership Style and CultureChangeTo Create a significant changesignificant change and implementingstrategies successfully...
Strategic DiagnosesThe strategists work is to challenge theprevailing setup with a single question:"Why?", and to ask the ...
Transformational Leadership ,Strategy and Culture ChangeSource for Change: Performance Against last year or quarter perfo...
Implementation and ControlThe TL must also try to ensure thatthe changes occur as desiredand suitable feedbackmechanisms b...
Strategy Relation with CultureChange in strategy should be accompanied by correspondingalterations in the firm’s culture.F...
Types of Organization CulturesTwo distinct cultural settings, namely adaptive culturesand inert cultures, are observed in ...
Manage with Cultural DiversityOrganizational culture mustrecognize cultural diversity – thereality of present globalorgani...
Culture and ValueThe purpose of organizational culture is to enable internalintegration and external adaptation.Values are...
Values and StrategyWhile formulating and implementingstrategies, managers must pay attention todeveloping strong and desir...
Manage with ValuesWhile formulating and implementing strategies, managersmust pay attention to individual differences in e...
Managing Resistance to changeAny change in structure, technology, people orstrategies has the potential to disruptorganiza...
Guidelines to Overcome ResistanceInformPlanMinimize DamageRewardTimingParticipation
Linking Performance and Pay toStrategiesSuccessful strategy implementation hinges uponmangers ability to develop an organi...
Guidelines to improve performanceRecognize IndividualDifferencesMatch People to JobsUse GoalsIndividualize rewardsLink rew...
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Strategy implementation

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Strategy implementation

  1. 1. Anubhav Grover12HM08
  2. 2. Perquisites for SIA conducive atmosphere.Healthy relations betweenvarious sub-units.A strong culture.Sound ethical practices andvalues.Consensus within organization.Empowerment of people.Performance based rewards.
  3. 3. Implementing StrategiesStrategy Implementation means change.Less than 10% of strategies formulated are successfullyimplemented."There is no perfect strategic decision. One always has to balanceconflicting objectives, conflicting opinions, and conflictingpriorities. The best strategic decision is only an approximation-and a risk."-Peter Drucker
  4. 4. Leadership Style and CultureChangeTo Create a significant changesignificant change and implementingstrategies successfully, organizations are now pinninghopes on Unique Capabilities of transformationalLeaders.Who are these Transformational Leaders? They are distinguished[charismatic leaders] who have ability to bringabout innovation and change. They go beyond ordinary expectations by transmitting a sense of mission,stimulating learning experiences and inspiring new ways of thinking.
  5. 5. Strategic DiagnosesThe strategists work is to challenge theprevailing setup with a single question:"Why?", and to ask the same question asmany times as necessary to make thechanges and improving the future course ofaction.
  6. 6. Transformational Leadership ,Strategy and Culture ChangeSource for Change: Performance Against last year or quarter performance Against competitors performanceNeed for Change is Recognized.Inspire members with a modified visionmodified vision of what aorganization can become by adopting Change.The leader must lead from the front, set an exampleof dedication and devotion to the Vision.Vision be repeated over and over and not fade away.
  7. 7. Implementation and ControlThe TL must also try to ensure thatthe changes occur as desiredand suitable feedbackmechanisms be incorporated tosee that the desired changes inorganization culture actuallytake place.In order to be successful, thefirms culture must beappropriate and supportive andit must have certain values thatcan help firm adapt theEnvironmental Change.
  8. 8. Strategy Relation with CultureChange in strategy should be accompanied by correspondingalterations in the firm’s culture.Formation of new goals and plans do not transforminstantaneously unless there is significant changes in thethinking of members and organizational practices.Leaders play a great role in maintaining or changing the cultureand setting a new road map for the firm.A culture that is aligned with strategy helps people understandwhat behaviours are required to work effectively within theorganisation structure and that will bring the strategy to life.
  9. 9. Types of Organization CulturesTwo distinct cultural settings, namely adaptive culturesand inert cultures, are observed in many organizations.Adaptive culturesAdaptive cultures are those that are innovative andencourage and reward initiative-taking by middle andlower level managers.Inert culturesInert cultures are those that are cautious andconservative, that do not value middle and lower levelmanagers taking such action, and may activelydiscourage such behaviour.In an organization, an inert culture may lead to thefailure of strategic management.
  10. 10. Manage with Cultural DiversityOrganizational culture mustrecognize cultural diversity – thereality of present globalorganizations.A combination of priorassumptions and new learningexperiences determines thecontents of a culture.For successful execution ofstrategy, leaders typically attemptto manage and create a distinctcreate a distinctcultureculture within their organizationsthrough a variety of ways.
  11. 11. Culture and ValueThe purpose of organizational culture is to enable internalintegration and external adaptation.Values are basic assumptions about which ideals are desirable orworth striving for.Values and beliefs have more personal meaning if an individualcomplies with the set of values as a guide to appropriatebehaviour in the organization.When such beliefs and values are shared across theorganization, they constitute a meaningful value system of anorganization.
  12. 12. Values and StrategyWhile formulating and implementingstrategies, managers must pay attention todeveloping strong and desired valuesamong employees.Because Values influence behaviors, guidesan individual actions and ultimately impactsPerformance.
  13. 13. Manage with ValuesWhile formulating and implementing strategies, managersmust pay attention to individual differences in employees.To develop strong and desired values among employees,the following thing need to be looked into carefully Clarify and Communicate Train and Develop Reward and Reinforce
  14. 14. Managing Resistance to changeAny change in structure, technology, people orstrategies has the potential to disruptorganizational work and interaction patterns.People resist Change because the fearinconvenience, uncertainty and a break innormal setting.Reorienting an organization is a tough jobResist arises because they do not understandwhat is happening and why changes areoccurring.
  15. 15. Guidelines to Overcome ResistanceInformPlanMinimize DamageRewardTimingParticipation
  16. 16. Linking Performance and Pay toStrategiesSuccessful strategy implementation hinges uponmangers ability to develop an organizational climateconducive to change.Change must be viewed as an opportunity ratherthan as a threat by managers.In order to implement strategies effectively it isessential to align salary, merit pay, bonuses salariesetc more closely to support the long term objectivesof the organization.
  17. 17. Guidelines to improve performanceRecognize IndividualDifferencesMatch People to JobsUse GoalsIndividualize rewardsLink rewards toperformanceCheck the system forEquityDon’t Ignore money

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