This document discusses strategy implementation. It defines strategy implementation as transforming a strategic plan into action through further planning, communication, organizing resources, leading, and controlling. Key aspects of implementation include having an implementation plan, communicating goals to different levels, assigning tasks, allocating resources, establishing policies and procedures, and establishing performance metrics and controls. The McKinsey 7S framework emphasizes that for effective implementation, strategy must be aligned with structure, systems, style, shared values, staff, and skills. Overall, good strategy implementation is critical for strategic success.

1. Makerere University
Business School
Strategic Management Course
STRATEGY IMPLEMENTATION
How do we ensure arrival?

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. 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. 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. 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. 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. • 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. 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. • 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. 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. • 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. • 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. • 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. McKinsey 7-S frame work
• Strategy
• Structure
• Systems
• Style
• Shared
values
• Staff
• Skills
For effective strategy implementation
(key success factors/pre-requisites)

16. 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

17. • 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.