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strategic implementation

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strategic implementation

  1. 1. A PRESENTATION ON “STRATEGY IMPLEMENTATION” PRESENTED BY, SALMA SULTANA KHATUN 14-MBA-02 ANINDITA MITRA 14-MBA-14
  2. 2. CONTENTS Introduction Strategy Implementation meaning Management issues in Strategy implementation Functional issues in Strategy implementation Conclusion.
  3. 3. TOPIC 1: INTRODUCTION
  4. 4. STRATEGIC MANAGEMENT & STAGES Strategic Management is the art and science of formulating, implementing and evaluating cross functional decisions that enable an organization to achieve its objectives. Stages : Strategy formulation Strategy implementation Strategy evaluation.
  5. 5. TOPIC 2: STRATEGY IMPLEMENTATION MEANING
  6. 6. STRATEGY IMPLEMENTATION Action stage of Strategic Management Focus on efficiency Primarily Operational Require co-ordination among many people Differ greatly for different types of organization.
  7. 7. TOPIC 3: MANAGEMENT ISSUES IN STRATEGY IMPLEMENTATION
  8. 8. MANAGEMENT ISSUES IN STRATEGY IMPLEMENTATION  Annual objectives  Policy  Re-structuring  Re-engineering  Strategy and Structure  Structure and Culture.
  9. 9. ANNUAL OBJECTIVES Short time mile-stones Should be SMART Established at corporate,business and functional level.
  10. 10. POLICIES Specific method, guideline, procedure and rule to achieve goals Supported by annual objectives Generally formal and written Provide predetermined answer Help understand the business environment.
  11. 11. STRATEGY STRUCTURE RELATION NEW STRATEGY IS FORMULATED NEW ADMINISTRATIVE PROBLEM ARISE ORGANIZATIONAL PERFORMANCE DECLINE NEW ORGANIZATIONAL STRUCTURE IS ESTABLISHED ORGANIZATIONAL PERFORMANCE IMPROVES
  12. 12. ORGANIZATIONAL STRUCTURES Functional structure Divisional structure Matrix structure SBU structure
  13. 13. FUNCTIONAL STRUCTURE
  14. 14. DIVISIONAL STRUCTURE
  15. 15. MATRIX STRUCTURE
  16. 16. SBU STRUCTURE
  17. 17. RE- STRUCTURING Also known as Downsizing Involves in cutting costs, or reducing its size through the sale of assets Structure follow strategy.
  18. 18. RE- ENGINEERING Also known as Process Redesign Involves in redesigning work and process Core focus is changing instead of eliminating.
  19. 19. STRUCTURE AND CULTURE Culture can contribute to successful strategy A close match between culture and strategy is required Culture eats strategy for breakfast.
  20. 20. TOPIC 4: FUNCTIONAL ISSUES IN STRATEGY IMPLEMENTATION
  21. 21. FUNCTIONAL ISSUES IN STRATEGY IMPLEMENTATION Marketing issues Finance issues R&D issues MIS issues
  22. 22. MARKETING ISSUES Main Marketing variables vital to strategy implementation are- Market segmentation Market positioning.
  23. 23. FINANCE ISSUES Finance concept essential for strategy implementation are- Acquiring needed capital Developing projected financial statements Preparing financial budgets Evaluating work of a business.
  24. 24. R&D ISSUES R & D issues related to strategy implementation are- Be the first firm to market new technological products. Be an innovative imitator of successful products Be a low cost producer.
  25. 25. MIS ISSUES The various functions of MIS in strategy implementation are- Information collection,retrieval and storage Keeping managers inform Co-ordination of activities Reduce costs.
  26. 26. Implementation of strategy is the process through which a chosen strategy is put into action. It involves the design and management of systems to achieve the best integration of people, structure, processes and resources in achieving organizational objectives. Implementation of Strategy affects all the functional and divisional areas of business.

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