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Makerere University
Business School
Strategic Management Course
STRATEGY IMPLEMENTATION
How do we ensure arrival?
A good strategy without proper
implementation is like a poor
strategy or no strategy at all
However having a good strate...
Definition
A rigorous process of transforming the
plan / strategy into action (from mere
strategic planning to strategic
...
Definition - Cont.
• Putting our grand plan/blue print
into action to ensure that we
competitively get where we want to
be...
Implementation stage features
1. Every strategy to be
implemented has its unique
strategic window
2. Its own requirements/...
More features/observations
4. Strategies are implemented by people,
so you need their commitment/goal
contract
5. Some imp...
• You need to plan for this critical stage-
why?
• An implementation plan is very critical
at this stage
• It is in line w...
What activities are to be done
When they will be done (Timing)
Who will do them (Persons
responsible)
What resources w...
• Coherent and integrated Work
Plans can then be developed from
this Implementation Plan’s
schedule of
tactics/activities/...
Implementation process
• Communication / clarification of
the goals, objectives and
strategies( at different levels of
hie...
• Delegate authority with
responsibility,and establish a
linking/coordination mechanism
• Budget and allocate resources to...
• Operationalize those tactics in your
strategy
• Determine the necessary indicators for
measuring performance (participat...
• Develop your staff and
inculcate/reinforce your firm’s
corporate values
• Establish an appropriate control
mechanism
• E...
McKinsey 7-S frame work
• Strategy
• Structure
• Systems
• Style
• Shared
values
• Staff
• Skills
For effective strategy i...
Revision Questions
1. “A good strategy with poor
implementation is like a poor
strategy or no strategy at all,”
Discuss
2....
• Good strategy formulation
alone will not make your
organization successful. There
are other elements that must
work and ...
11 strategey implementation
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11 strategey implementation

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11 strategey implementation

  1. 1. Makerere University Business School Strategic Management Course STRATEGY IMPLEMENTATION How do we ensure arrival?
  2. 2. A good strategy without proper implementation is like a poor strategy or no strategy at all However having a good strategic plan is half the battle won, and the other half is won through effective strategy implementation Introduction
  3. 3. Definition A rigorous process of transforming the plan / strategy into action (from mere strategic planning to strategic management) This transformation involves planning further( for our chosen strategy to be applied) through effectively communicating to implementers (internal buy-ins), organizing resources, leading,and controlling
  4. 4. Definition - Cont. • Putting our grand plan/blue print into action to ensure that we competitively get where we want to be (strategic direction) • Executing the chosen strategy (s) through putting its tactics(actionable steps/competitive activities) into action
  5. 5. Implementation stage features 1. Every strategy to be implemented has its unique strategic window 2. Its own requirements/changes 3. Successful implementation is usually spearheaded by top management applying team work/participatory styles of leadership
  6. 6. More features/observations 4. Strategies are implemented by people, so you need their commitment/goal contract 5. Some implementation is actually out- sourced from those with better value- adding core competences in some of our tactics/activities that make up your chosen strategy 6. Planning for strategy implementation is usually ignored due to that excitement after choosing our strategy
  7. 7. • You need to plan for this critical stage- why? • An implementation plan is very critical at this stage • It is in line with that strategy’s tactics and the generic steps for effective strategy implementing Issues
  8. 8. What activities are to be done When they will be done (Timing) Who will do them (Persons responsible) What resources will be required What will be the performance indicators  Objectively verifiable indicators (OVIs)  Means of verification/evaluation  Key Result Areas (quantitive and qualitative indicators) Content
  9. 9. • Coherent and integrated Work Plans can then be developed from this Implementation Plan’s schedule of tactics/activities/actionable steps A good strategic choice with wrong tactics/work plans is likely to fail, and vice-versa Note
  10. 10. Implementation process • Communication / clarification of the goals, objectives and strategies( at different levels of hierarchy) • Determine the key managerial & operational tasks to be performed • Assign tasks to the various departments and their mgrs/leaders (departmentation)
  11. 11. • Delegate authority with responsibility,and establish a linking/coordination mechanism • Budget and allocate resources to the implementing divisions/departments/sections • Formulate and state policies, work plans,procedures, and the models/manuals to guide the coherent set of tactics (activities) to be used Process – Cont.
  12. 12. • Operationalize those tactics in your strategy • Determine the necessary indicators for measuring performance (participatory styles of leadership/mgt) • Build an information system to provide the required accurate, adequate, and timely feedback • Establish a recognition and reward system for motivating your staff Process – Cont.
  13. 13. • Develop your staff and inculcate/reinforce your firm’s corporate values • Establish an appropriate control mechanism • Evaluate performance, ascertain gaps, provide feedback and take corrective action where necessary Process – Cont.
  14. 14. McKinsey 7-S frame work • Strategy • Structure • Systems • Style • Shared values • Staff • Skills For effective strategy implementation (key success factors/pre-requisites)
  15. 15. Revision Questions 1. “A good strategy with poor implementation is like a poor strategy or no strategy at all,” Discuss 2. Explain the McKinsey’s prerequisites for effective implementation of strategy 3. Alignment of your strategy to other KSFs is vital for competitive assurance of arrival to where you want to be. Discuss
  16. 16. • Good strategy formulation alone will not make your organization successful. There are other elements that must work and fit together with the strategy to make an organization realize its goals and objectives competitively. Discuss the above statements. Questions – Cont.

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