Implementation control - strategic control - strategic implementation
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Implementation control is aimed at assessing whether the plans, progammes and policies are actually guiding the organization towards its predetermined objectives or not. If the resources that are committed to a project at any point of time would not benefit an organization as envisaged, corrective steps should be undertaken immediately.
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Premise control - strategic control - strategic implementation
Premise control is designed to check systematically and continuously whether the premises on which the strategy is based are still valid. If an important premise is no longer valid, the strategy may have to be changed.
Strategic surveillance strategic control - strategic implementation
Strategic surveillance aims at a more generalized overreaching control designed to monitor “ a broad range of events inside and outside the company that are likely to threaten the course of firm’s strategy”. It is done generally through a general kind of monitoring based on selected information sources to uncover events that are likely to affect the strategy of an organization.
Premise control
Premise control is the systematic analysis of assumptions underlying a strategic plan to determine if they remain valid amid changing circumstances. It identifies key assumptions in areas like the industry, organization, and environment to regularly check their validity and take corrective action if assumptions are found to be erroneous. Special alert control also prepares contingency strategies and crisis management teams to allow rapid response and reassessment when unexpected events occur.
Corporate Level Strategies
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
Strategic evaluation and control
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Strategic control
The document discusses strategic control, which involves tracking strategy implementation and making adjustments. It describes establishing standards and monitoring performance, evaluating results and taking corrective action if needed. Key types of strategic control include premise control, special alert control, implementation control, and strategic surveillance. Strategic surveillance involves monitoring various information sources to uncover unexpected factors that could impact strategy. The case study describes how Citicorp uses strategic surveillance control to closely monitor political announcements and market intelligence from its international branches for signs of changing financial conditions in host countries that could affect its strategy regarding exposure to third world loans.
Business level strategies
This document discusses different business-level strategies that a firm can pursue to gain a competitive advantage, including cost leadership, differentiation, and focus strategies. It defines each strategy and describes the core competencies, customer needs, and actions required to successfully implement each one. The risks and benefits of each individual strategy as well as integrated strategies are also examined. Overall, the document provides an overview of the key considerations and tradeoffs involved in different business-level strategic approaches.
Process of strategic choice
The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
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Premise control - strategic control - strategic implementation
Premise control is designed to check systematically and continuously whether the premises on which the strategy is based are still valid. If an important premise is no longer valid, the strategy may have to be changed.
Strategic surveillance strategic control - strategic implementation
Strategic surveillance aims at a more generalized overreaching control designed to monitor “ a broad range of events inside and outside the company that are likely to threaten the course of firm’s strategy”. It is done generally through a general kind of monitoring based on selected information sources to uncover events that are likely to affect the strategy of an organization.
Premise control
Premise control is the systematic analysis of assumptions underlying a strategic plan to determine if they remain valid amid changing circumstances. It identifies key assumptions in areas like the industry, organization, and environment to regularly check their validity and take corrective action if assumptions are found to be erroneous. Special alert control also prepares contingency strategies and crisis management teams to allow rapid response and reassessment when unexpected events occur.
Corporate Level Strategies
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
Strategic evaluation and control
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Strategic control
The document discusses strategic control, which involves tracking strategy implementation and making adjustments. It describes establishing standards and monitoring performance, evaluating results and taking corrective action if needed. Key types of strategic control include premise control, special alert control, implementation control, and strategic surveillance. Strategic surveillance involves monitoring various information sources to uncover unexpected factors that could impact strategy. The case study describes how Citicorp uses strategic surveillance control to closely monitor political announcements and market intelligence from its international branches for signs of changing financial conditions in host countries that could affect its strategy regarding exposure to third world loans.
Business level strategies
This document discusses different business-level strategies that a firm can pursue to gain a competitive advantage, including cost leadership, differentiation, and focus strategies. It defines each strategy and describes the core competencies, customer needs, and actions required to successfully implement each one. The risks and benefits of each individual strategy as well as integrated strategies are also examined. Overall, the document provides an overview of the key considerations and tradeoffs involved in different business-level strategic approaches.
Process of strategic choice
The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
Strategic analysis and choice
The document discusses various strategic analysis and choice frameworks including the EFE matrix, IFE matrix, SWOT matrix, SPACE matrix, BCG matrix, GE nine-cell matrix, and IE matrix. It provides details on how to conduct an analysis using each framework, including how to evaluate internal and external factors, match strategies, and determine the appropriate strategic position and actions. The frameworks help organizations generate strategies by analyzing their internal strengths and weaknesses as well as external opportunities and threats.
Strategic evaluation & control
The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Strategic evaluation is the final step of the strategic management process and involves assessing factors, measuring performance, and taking corrective actions. It ensures the strategy and implementation meet objectives. Strategic evaluation and control tests strategy effectiveness and provides a way for organizations to determine if their strategy is guiding them as intended towards objectives.
Chapter 7 strategic management
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
Diversification strategies
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, capture synergies, spread risk, and leverage brands. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate comprises unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
Strategic decision making
This document discusses different approaches to strategic decision making. It describes rational, intuitive, political, administrative, entrepreneurial, adaptive, and planning approaches. The rational approach involves analyzing all alternatives and consequences to maximize gains. The intuitive approach relies on experience, instincts, and gut feelings. The political approach considers pressures from stakeholders. The administrative approach recognizes limitations of information and rationality, aiming to satisfice rather than optimize. The entrepreneurial approach is reactive to opportunities. The adaptive approach solves urgent problems. The planning approach anticipates the future through formal analysis of internal and external factors.
Strategic management theories
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
Strategic intent
The document discusses strategic intent and the balanced scorecard approach to strategic management. It defines strategic intent as the purpose and direction an organization aims to achieve. Key elements of strategic intent include vision, mission, goals, and objectives. These elements form a hierarchy with the vision at the top as the long-term goal, followed by the mission which articulates how the vision will be achieved, then specific goals and objectives with metrics to evaluate performance. The balanced scorecard framework translates strategic intent into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
Strategic Operations Management
Strategic Operations ManagementWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will discuss elaborately on strategic operations management, concept of strategy, five tasks of strategic management, strategic management process and importance of strategic management. We will also talk about role of operations in strategic management and elements of operations strategy,.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Levels of strategy
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
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Strategic formulation in Strategic management
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Strategy formulation
Strategic management involves formulation and implementation of major goals and initiatives by top management based on assessments of internal and external environments. [DOCUMENT] outlines the six key steps to effective strategic formulation: 1) define the organization, 2) define the strategic mission, 3) define strategic objectives, 4) define the competitive strategy considering industry, competition, and strengths/weaknesses, 5) implement strategies through tactical actions, and 6) regularly evaluate progress against the strategic plan and make adjustments based on changes in the business environment. Strategic formulation provides a framework for actions to achieve anticipated results but requires flexibility to adapt the strategic plan to changing market conditions.
Strategic management
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
Strategic control
Strategic control involves tracking a strategy as it is implemented, detecting problems or changes, and making adjustments. It has several purposes, including helping achieve goals by monitoring and evaluating the strategic management process. There are different types of strategic control, including premise control to test assumptions, implementation control to monitor plans, strategic surveillance for broad monitoring, and special alert control for rapid response to unexpected events. Strategic control is meant to continually assess changes and their impact on an organization's strategy.
Strategic alert control strategic control - strategic implementation
A strategic alert control is the thorough and often rapid consideration of the firm’s strategy because of a sudden unexpected event. Examples of such events can be the sudden fall of the government, a natural calamity etc. In the face of such unexpected events, the firm should respond immediately, and releases it strategies quickly.
Models of strategy implementation by : Rajeh Altharah
Strategy implementation involves putting strategies into action through internal operations and functions. There are models of strategy implementation that involve several themes: activating strategies by preparing for managerial tasks like strategic plans and projects; managing change which deals with leading change initiatives and standard implementation; and achieving effectiveness which is the outcome of operational and functional implementation and evaluation and control feedback. The models are based on these three major themes of activating strategies, managing change, and achieving effectiveness to successfully implement strategies.
Strategic management
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It integrates various business functions to achieve success. A strategic plan is like a game plan that allows companies to compete successfully despite narrow profit margins. The stages of strategic management are strategy formulation, implementation, and evaluation. Strategy formulation develops visions and strategies. Implementation puts strategies into action. Evaluation reviews strategies and makes corrections. Strategic management adapts organizations to internal and external changes through this process.
Different levels of strategy
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Business policy
Walton founded Walmart and Sam's Club, pioneering the discount retail model. In 1962, he opened the first Walmart store in Rogers, Arkansas. By 1980, he had expanded to include Sam's Club, catering to small businesses and individuals. His strategic focus on low prices transformed retail and established Walmart as the largest company in the world by revenue. Walton's business policies centered on low costs, high volume, and passing savings to customers, fueling the company's massive growth in the following decades.
strategic control
This document summarizes a presentation on strategic control. It outlines 5 questions involved in assessing a strategy's success, including whether the organization is moving in the right direction and if objectives are being met. It defines strategic control as focused on achieving future goals rather than past performance, and tracking a strategy as it is implemented. The characteristics, process, and 4 types of strategic control are described: premise control, implementation control, strategic surveillance, and special alert control. Operational control is also briefly discussed.
Chapter 3 grand strategy
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
Factors affecting business environment
Business environment means all of the internal and external factors that affect how the company functions including employees, customers, management, supply and demand.There are various factors that are included in internal and external environment.
Strategic management at different levels
There are multiple levels of strategy needed for companies. Corporate strategy covers objectives and coordination across business units (SBUs). SBU strategies provide objectives and coordination for each business unit to contribute to corporate goals. Functional strategies deal with objectives and coordination within specific functions like marketing, sales, and distribution to support SBUs and corporate strategy. Strategists at different levels are involved in strategic management, including the board of directors, CEO, senior management, SBU executives, corporate planning staff, consultants, and entrepreneurs.
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The document discusses various strategic analysis and choice frameworks including the EFE matrix, IFE matrix, SWOT matrix, SPACE matrix, BCG matrix, GE nine-cell matrix, and IE matrix. It provides details on how to conduct an analysis using each framework, including how to evaluate internal and external factors, match strategies, and determine the appropriate strategic position and actions. The frameworks help organizations generate strategies by analyzing their internal strengths and weaknesses as well as external opportunities and threats.
Strategic evaluation & control
The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Strategic evaluation is the final step of the strategic management process and involves assessing factors, measuring performance, and taking corrective actions. It ensures the strategy and implementation meet objectives. Strategic evaluation and control tests strategy effectiveness and provides a way for organizations to determine if their strategy is guiding them as intended towards objectives.
Chapter 7 strategic management
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
Diversification strategies
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, capture synergies, spread risk, and leverage brands. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate comprises unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
Strategic decision making
This document discusses different approaches to strategic decision making. It describes rational, intuitive, political, administrative, entrepreneurial, adaptive, and planning approaches. The rational approach involves analyzing all alternatives and consequences to maximize gains. The intuitive approach relies on experience, instincts, and gut feelings. The political approach considers pressures from stakeholders. The administrative approach recognizes limitations of information and rationality, aiming to satisfice rather than optimize. The entrepreneurial approach is reactive to opportunities. The adaptive approach solves urgent problems. The planning approach anticipates the future through formal analysis of internal and external factors.
Strategic management theories
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
Strategic intent
The document discusses strategic intent and the balanced scorecard approach to strategic management. It defines strategic intent as the purpose and direction an organization aims to achieve. Key elements of strategic intent include vision, mission, goals, and objectives. These elements form a hierarchy with the vision at the top as the long-term goal, followed by the mission which articulates how the vision will be achieved, then specific goals and objectives with metrics to evaluate performance. The balanced scorecard framework translates strategic intent into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
Strategic Operations Management
Strategic Operations ManagementWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will discuss elaborately on strategic operations management, concept of strategy, five tasks of strategic management, strategic management process and importance of strategic management. We will also talk about role of operations in strategic management and elements of operations strategy,.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Levels of strategy
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
Strategic formulation in Strategic management
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Strategy formulation
Strategic management involves formulation and implementation of major goals and initiatives by top management based on assessments of internal and external environments. [DOCUMENT] outlines the six key steps to effective strategic formulation: 1) define the organization, 2) define the strategic mission, 3) define strategic objectives, 4) define the competitive strategy considering industry, competition, and strengths/weaknesses, 5) implement strategies through tactical actions, and 6) regularly evaluate progress against the strategic plan and make adjustments based on changes in the business environment. Strategic formulation provides a framework for actions to achieve anticipated results but requires flexibility to adapt the strategic plan to changing market conditions.
Strategic management
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
Strategic control
Strategic control involves tracking a strategy as it is implemented, detecting problems or changes, and making adjustments. It has several purposes, including helping achieve goals by monitoring and evaluating the strategic management process. There are different types of strategic control, including premise control to test assumptions, implementation control to monitor plans, strategic surveillance for broad monitoring, and special alert control for rapid response to unexpected events. Strategic control is meant to continually assess changes and their impact on an organization's strategy.
Strategic alert control strategic control - strategic implementation
A strategic alert control is the thorough and often rapid consideration of the firm’s strategy because of a sudden unexpected event. Examples of such events can be the sudden fall of the government, a natural calamity etc. In the face of such unexpected events, the firm should respond immediately, and releases it strategies quickly.
Models of strategy implementation by : Rajeh Altharah
Strategy implementation involves putting strategies into action through internal operations and functions. There are models of strategy implementation that involve several themes: activating strategies by preparing for managerial tasks like strategic plans and projects; managing change which deals with leading change initiatives and standard implementation; and achieving effectiveness which is the outcome of operational and functional implementation and evaluation and control feedback. The models are based on these three major themes of activating strategies, managing change, and achieving effectiveness to successfully implement strategies.
Strategic management
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It integrates various business functions to achieve success. A strategic plan is like a game plan that allows companies to compete successfully despite narrow profit margins. The stages of strategic management are strategy formulation, implementation, and evaluation. Strategy formulation develops visions and strategies. Implementation puts strategies into action. Evaluation reviews strategies and makes corrections. Strategic management adapts organizations to internal and external changes through this process.
Different levels of strategy
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Business policy
Walton founded Walmart and Sam's Club, pioneering the discount retail model. In 1962, he opened the first Walmart store in Rogers, Arkansas. By 1980, he had expanded to include Sam's Club, catering to small businesses and individuals. His strategic focus on low prices transformed retail and established Walmart as the largest company in the world by revenue. Walton's business policies centered on low costs, high volume, and passing savings to customers, fueling the company's massive growth in the following decades.
strategic control
This document summarizes a presentation on strategic control. It outlines 5 questions involved in assessing a strategy's success, including whether the organization is moving in the right direction and if objectives are being met. It defines strategic control as focused on achieving future goals rather than past performance, and tracking a strategy as it is implemented. The characteristics, process, and 4 types of strategic control are described: premise control, implementation control, strategic surveillance, and special alert control. Operational control is also briefly discussed.
Chapter 3 grand strategy
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
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Strategic alert control strategic control - strategic implementation
Strategic alert control strategic control - strategic implementation
Models of strategy implementation by : Rajeh Altharah
Models of strategy implementation by : Rajeh Altharah
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There are multiple levels of strategy needed for companies. Corporate strategy covers objectives and coordination across business units (SBUs). SBU strategies provide objectives and coordination for each business unit to contribute to corporate goals. Functional strategies deal with objectives and coordination within specific functions like marketing, sales, and distribution to support SBUs and corporate strategy. Strategists at different levels are involved in strategic management, including the board of directors, CEO, senior management, SBU executives, corporate planning staff, consultants, and entrepreneurs.
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Strategic control
Strategic control involves continually evaluating a strategy as it is implemented and making adjustments based on changes in the underlying assumptions. It includes four types of control: premise control checks assumptions, implementation control monitors resource allocation and progress, strategic surveillance broadly monitors internal and external events, and special control allows for rapid reassessment in response to unexpected crises. The overall goal is to continually assess the changing environment and make adjustments to ensure the strategy remains aligned with conditions.
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Similar to Implementation control - strategic control - strategic implementation
Strategic control - strategic implementation - Manu Melwin Joy
Strategic control is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises and making necessary adjustments. The most important purpose of strategic control is to help top achieve organizational goals through monitoring and evaluating the strategic management process.
chapter-8-170404080018.pptx
Strategic control is the process by which managers monitor and evaluate an organization's strategy, strategic plans, and performance to determine if objectives are being met and make corrections when needed. It involves reviewing assumptions, measuring performance against standards, and taking corrective actions. The key aspects of strategic control include premise control, strategic surveillance, implementation control, and special alerts to address crises. Strategic control differs from operational control in that it is more concerned with the future, relies on external data, and addresses the overall strategy, while operational control focuses on near-term performance to existing plans.
Chapter 8 strategic evaluation and control
This document discusses strategic evaluation and control. It defines strategic control as monitoring the implementation of an organization's strategic plans. The document outlines several key aspects of strategic control, including: premise control, strategic surveillance, implementation control, and special alerts. It also distinguishes strategic control from operational control, noting that strategic control is more future oriented, ambiguous, and focuses on achieving long term goals. Finally, the document discusses the contributions of Kaoru Ishikawa to total quality control and management.
Control process analysis strategic implementation - Manu Melwin Joy
This document outlines the key steps in the control process: setting performance standards, measuring performance, analyzing variances from standards, and taking corrective action if needed. It discusses each step, including how standards are set, how performance is measured through accounting and reporting, analyzing variations to find causes of deviations, and using variance analysis findings to take necessary corrective actions. The document was prepared by Manu Melwin Joy of Ilahia School of Management Studies in Kerala, India.
Unit 5 CSM: Strategic Evaluation and Comtrol
The chapter comprises of Overview of Strategic Evaluation; Strategic Control; Techniques of Strategic Evaluation and Control. Evaluation of Strategic Alternatives - Product Portfolio Models, BCG Matrix, GE Matrix, Gap Analysis; Strategic Control System.
Strategic evaluation and control is the final phase in the process of strategic management. Its basic purpose is to ensure that the strategy is achieving the goals and objectives set for the strategy. It compares performance with the desired results and provides the feedback necessary for management to take corrective action.
According to Fred R. David, strategy evaluation includes three basic activities
(1) examining the underlying bases of a firm’s strategy,
(2) comparing expected results with actual results, and
(3) taking corrective action to ensure that performance conforms to plans. Sometime, the best formulated strategies become obsolete (outdated) as a firm’s external and internal environments change.
Strategic control is a type of “steering control”. We have to track the strategy as it is being implemented, detect any problems or changes in the predictions made, and make necessary adjustments. This is especially important because the implementation process itself takes a long time before we can achieve the results.
Strategic control is like an alarm long before the calamity can happen.
Operational control is the process of ensuring that specific tasks are carried out effectively and efficiently. The operational control aims at evaluating the performance of the organization. Most of the control system in organization are operational in nature. Some examples of operational control are : Budgetary control, Quality control, Inventory control, Production Control, Cost control etc.
Portfolio Model is a technique used to analyse organisations in relation to their environments
Portfolio (set, collection, assortment, range, group)
A business Portfolio may be any collection of brands/products, markets, branches /divisions, income generating assets, etc.
PA is usually applied to firms with multiple SBUs (more than one product/services, customer categories, markets , divisions)
Helps managers in taking decisions regarding which SBUs to allocate more or less resources to at a given strategic point in time
After portfolio analysis firm makes an informed strategic choice e.g.
To have a balanced portfolio (minimize risk and maximize return) of all portfolios
To actively deploy a retrenchment strategy
Stategic management
Strategic control involves guiding organizational strategy as it is implemented and making adjustments if needed. It focuses on achieving future goals rather than past performance. There are several types of strategic control, including premise control, which checks if the assumptions a strategy is based on are still valid, and implementation control, which assesses if the strategy should change based on incremental actions. Strategic control techniques involve environmental scanning, reviews, and analyzing factors like premises, milestones, and issues that could impact the strategy. The process of strategic control determines what to monitor, sets standards, measures performance, compares performance to standards, identifies deviations, and takes corrective actions.
Process of policy formulation - corporate management - Manu Melwin Joy
Defining policy area – The areas for which a policy is to be framed should be defined. The objectives and needs of the organization should be kept in mind while specifying the policy area.
Identifying policy alternatives – The alternatives should be decided on the basis of an analysis of external and internal environment.
LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptx
STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL:
Strategy formulation includes planning & decision-making and developing plans to achieve organizational goals & objectives.
It is an entrepreneurial activity based on strategic decision making to reach at vision.
It demands co-ordination of personnel of each and every level of organizational hierarchy.
It requires strong analytical and conceptual skill.
Choice of strategy involves understanding and choosing the best formulated strategy across different strategic alternatives.
Its first step is SWOT analysis.
Management needs to seek to identify & evaluate alternative courses of action to ensure that the business reaches the objectives they have set.
It is a creative process of generating alternatives, building on the strengths of the business & allowing it to tackle new products or markets to improve its competitive position.
STEPS IN STRATEGIC CHOICE
Strategy formulation
Focusing on strategic alternatives
Evaluating strategic alternatives
Considering decision factors
Choice of strategy.
Strategy implementation involves all those means related to executing the strategic plans.
It is mainly a administrative task based on strategic & operational decisions.
It is an operational process which requires co-ordination among all employees.
It requires specific leadership & motivational traits
Evaluation of strategy is as significant as strategy formulation because it throws light on the efficiency & effectiveness of comprehensive plans in achieving the desired results.
The managers can also assess the appropriateness of the current strategy in today’s dynamic world which is influenced by PEST (Political, Economic, Social & Technological )
It is very significant because of various factors such as: developing inputs for new strategic planning, the urge for feedback, appraisal & reward, development of strategic management process, judging the validity of strategic choice etc.
PROCESS/ STEPS OF STRATEGIC EVALUATION
Setting standard performance or expected performance or benchmarking performance.
Measure the actual performance.
Analyzing the variance by comparing standard and actual performance.
Taking corrective action to achieve the target
CONTROLLING.ppt
principle of management consist of 4 management process which are, planning, organizing, leading and controlling. Here the elaboration of controlling.
Controlling in management
Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
Unit 7 implementation phase of strategic management
Implementation is the execution phase that ensures the objectives set during planning are achieved. All employees must understand their roles and responsibilities, and performance measures provide feedback to identify successes and areas for improvement. Companies closely monitor processes during implementation to quickly make necessary changes, such as expediting product delivery if shipping is identified as too slow based on common customer complaints. Functional plans lay out guidelines for each department, including production, marketing, finance, and human resources, to support the overall strategy. Functional policies provide boundaries to guide decision-making within each department.
Controlling (2)
The document discusses different types of control based on the elements controlled and stage of control. It describes strategic control which evaluates strategy and operational control which evaluates organizational performance. It also discusses feedforward, concurrent, and feedback control based on when control is exercised. Management by exception and total quality management are also summarized, focusing on only monitoring deviations from plans, continuous improvement, and satisfying customer expectations.
Strategy of Implementing Plans
The document discusses strategies for implementing plans and monitoring their progress. It emphasizes that implementation turns strategies into actions to achieve objectives and that a strategy without proper implementation is ineffective. It also stresses the importance of having the right people, resources, structure, systems, and culture in place to support implementation. Regular monitoring is needed to track progress, identify challenges, and allow for adjustments to ensure plans remain relevant and effective. Evaluation provides in-depth assessments of what worked and did not work to help improve future programming, policies, and strategies.
Stratigic management saed 03 05-2018
This document discusses strategic management and its concepts. It describes the four phases in the evolution of strategic management, from basic financial planning to modern strategic management that involves various departments. Strategic management is defined as a set of managerial decisions that determines long-term firm performance. The document also outlines the basic elements of the strategic management process, including environmental scanning, SWOT analysis, strategy formulation involving mission statements and goals/objectives, strategy implementation through programs and budgets, and evaluation and control.
Stratigic management saed 03 05-2018
This document discusses strategic management and its concepts. It describes the four phases in the evolution of strategic management, from basic financial planning to modern strategic management that involves various departments. Strategic management is defined as a set of managerial decisions that determines long-term firm performance. The document also outlines the basic elements of the strategic management process, including environmental scanning, SWOT analysis, strategy formulation involving mission statements and goals/objectives, strategy implementation through programs and budgets, and evaluation and control.
Strategic management activities - comprehensive ODinterventions - Organizat...
The document discusses strategic management activities and comprehensive organizational development (OD) interventions. It was prepared by Manu Melwin Joy, an assistant professor at the Ilahia School of Management Studies in Kerala, India. The document defines strategic management as developing and implementing an organization's overall strategy for relating to current and future environmental demands. It also outlines the six major tasks of strategic management as goal formulation, environmental analysis, strategy formulation, strategy evaluation, strategy implementation, and strategic control.
OD process - Operational components of OD - Organizational Change and Develo...
The Diagnostic Phase Involves
Client's top management to recognize the problems and have awareness of the need for change in the organisation.
The engagement of change agent or consultant by client organisation.
Diagnosis in OD is a collaborative process which involves the client system and consultant's joint collection and analysis of data.
Strategic planning and its implementation.
This document outlines the process of strategic planning and implementation. It defines strategic planning as envisioning an organization's future and developing strategies to achieve that vision. The key elements of strategic planning are identified as vision, mission, values, and strategy. Objectives and different approaches to strategic planning are also discussed. The document then explains that strategic implementation is how the strategic plan is put into action through leadership, communication, and management of resources. Effective implementation requires leadership, communication of the strategy, and ensuring plans are integrated across the organization.
Evaluation strategy strategic implementation - Manu Melwin Joy
Develop a revised External Factor Evaluation EFE Matrix - A revised EFE Matrix should indicate how effective a firm’s strategies have been in response to key opportunities and threats.
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Strategic control - strategic implementation - Manu Melwin Joy
Strategic control - strategic implementation - Manu Melwin Joy
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Control process analysis strategic implementation - Manu Melwin Joy
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LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptx
LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptx
Unit 7 implementation phase of strategic management
Unit 7 implementation phase of strategic management
Strategic management activities - comprehensive ODinterventions - Organizat...
Strategic management activities - comprehensive ODinterventions - Organizat...
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OD process - Operational components of OD - Organizational Change and Develo...
Evaluation strategy strategic implementation - Manu Melwin Joy
Evaluation strategy strategic implementation - Manu Melwin Joy
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Implementation control - strategic control - strategic implementation
- 1. Implementation control - Strategic control Strategic Implementation
- 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
- 3. Strategic control • Strategic control is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises and making necessary adjustments. The most important purpose of strategic control is to help top achieve organizational goals through monitoring and evaluating the strategic management process.
- 4. Types of strategic control
- 5. Implementation control • Implementation control is aimed at assessing whether the plans, progammes and policies are actually guiding the organization towards its predetermined objectives or not.
- 6. Implementation control • If the resources that are committed to a project at any point of time would not benefit an organization as envisaged, corrective steps should be undertaken immediately.
- 7. Implementation control • The two basis types of implementation control are: – Monitoring strategic thrusts - to agree early in the planning process on which thrusts are critical factors in the success of the strategy or of that thrust.
- 8. Implementation control • The two basis types of implementation control are: – Milestone Reviews. Milestones are significant points in the development of a programme, such as points where large commitments of resources must be made.