This presentation presents the Strategy Execution Agenda – a management model with eight strategy implementation success factors that allows executives and managers to master one of the greatest management challenges – successfully implementing strategy.
This slide is able to explain main concept of strategic management. And this is also suitable to student as well as others business people to know about some strategies.
Strategy framework including 3 stage of strategy choice which is input stage, matching stage (swot matrix, space matrix, bcg matrix, gap analysis, grand strategy mix, ge matrix) and decision stage (qspm). also include be cultural aspect of strategy choice
This slide is able to explain main concept of strategic management. And this is also suitable to student as well as others business people to know about some strategies.
Strategy framework including 3 stage of strategy choice which is input stage, matching stage (swot matrix, space matrix, bcg matrix, gap analysis, grand strategy mix, ge matrix) and decision stage (qspm). also include be cultural aspect of strategy choice
This presentation of my PhD thesis presents the Strategy Execution Framework consisting of 18 success factors related to the process, content and context of the implementation effort. Collectively, these factors help organizations develop and implement their strategies to achieve sustainable organizational success.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Even the best strategy is worthless without successful strategy implementation. However, most strategy implementations fail. This presentation helps organizations plan and implement and manage their strategy but also monitor, learn and adapt their strategy implementation to achieve sustainable organizational success. This way, organizations can achieve succesful strategy implementation.
This presentation of my PhD thesis presents the Strategy Execution Framework consisting of 18 success factors related to the process, content and context of the implementation effort. Collectively, these factors help organizations develop and implement their strategies to achieve sustainable organizational success.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Even the best strategy is worthless without successful strategy implementation. However, most strategy implementations fail. This presentation helps organizations plan and implement and manage their strategy but also monitor, learn and adapt their strategy implementation to achieve sustainable organizational success. This way, organizations can achieve succesful strategy implementation.
Strataegos Consulting is a strategy consultancy with a focus on strategy execution. Strataegos Consulting combines state of the art academic knowledge with a proven track record in strategy consulting and financial advisory. We help our clients develop and execute innovative strategies, that minimalize costs, increase revenues and improving satisfaction of customers and employees.
Veel organisaties hebben geen effectief strategie management proces waarmee ze hun strategie kunnen vertalen in concrete resultaten. De afdeling Strategie Management is verantwoordelijk voor het integraal managen van strategie ontwikkeling, strategie executie en strategie control.
A company is an organism. It lives and grows. Introducing new strategy into the organism can rejuvenate and strengthen the entire system. It can also choke the system at different points, preventing the organism from thriving. This presentation will help you understand how to avoid and overcome the 7 choke points of strategy implementation.
Knowledge management is a concept that has emerged explosively in the business community starting from the 60s and has been discussed extensively in the literature. The essential part of KM is, of course, knowledge. To determine what KM is, it is necessary to distinguish some definitions and concepts.
Workplace Bullying is Everywhere - What HR Needs to KnowCareerminds
What HR Professionals Need to Know About Workplace Bullying
Workplace bullying, just like childhood bullying, is when individuals or groups intentionally humiliate another person. At school, the victim is another student. At work, it is another employee—and it may be more rampant than you think!
In 2012, the Workplace Bullying Institute conducted a survey about the prevalence of bullying in the workplace (http://www.workplacebullying.org/multi/pdf/WBI-2012-StrategiesEff.pdf). Fifty-eight percent of respondents reported being bullied currently, 39% reported having been bullied in the past, and 3% reported having witnessed workplace bullying. Most perpetrators (63%) and victims (79%) were women. Women bullies torment women in 89% of cases; men bully women in 63% of cases. Most of the bullies (75%) are bosses; 18% are coworkers or peers, and 7% are subordinates.
The effect of bullying can range from lower job satisfaction and health complaints to suicide. Stress is the most predominant health effect associated with bullying in the workplace and can result in an increase in the use of sick days or time off from work. Workplace bullying is also expensive: Author Robert Sutton reports that one company estimated annual losses of $160,000 from handling problems caused by one salesman’s bullying behaviors.
In this interactive online training program, participants will learn:
What employees can do if they are being bullied at work
What employers can do to create a zero tolerance toward workplace bullying
The benefits of addressing workplace bullying
How to manage real-life scenarios
ABOUT THE PRESENTER
Judy Lindenberger
President, The Lindenberger Group
Judy Lindenberger "gets" leadership. She is a certified career coach and HR consultant capable of coupling personal growth with professional development, which is why top companies and individuals invite her to work with them. Judy's background includes designing and facilitating the first-ever sexual harassment prevention training for federal government workers, leading the management training department for a major financial organization, and creating a highly successful, global mentoring program for a Fortune 500 company which won the national Athena Award for Mentoring for two consecutive years. Her work has appeared in the Wall Street Journal, Training and Development Magazine, and other publications. Judy holds an MBA in human resources and is based in New Jersey.
Never one to duck away from a controversial subject, world-class trainer and author of the highly successful Be the Ultimate Assistant, Bonnie returns to Executive Secretary LIVE to shine a light on a problem that affects over 65% of Assistants at least once in their careers.
If you have ever witnessed or experienced bullying, you know that it takes many forms -- from the “Devil Wears Prada” irrational diva to the co-worker who intentionally withholds important information to the manager who applies rules to certain people and not to others. All of it is bullying that is toxic to a healthy, happy and profitable workplace.
As someone who has first-hand experience with bullying, Bonnie has been researching this subject for years and has connected with some of the world’s experts on the subject. She will be focusing on the proactive and realistic solutions that Assistants are implementing that are slowing down the revolving door of staff who are resigning. Together, we will break the silence and eat the elephant…one bite at a time.
www.bonnielowkramen.com
Professor Tim Bentley
Director of Healthy Work Group
Associate Head of School of Management, Massey University
Private Bag 102904, Albany, Auckland 0745
t.bentley@massey.ac.nz
(Invited, Wednesday 26, Ilott Room, 3.50)
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
Organizations often lack an effective strategy management process that allows executives and managers to turn the strategy into operational results. A strategy management office is an organizational unit that manages both strategy development and execution in an integrated way.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
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• McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
Objectives, Goals, Strategy, Measurement and Tactics Process for Business Management. A communication methodology that links overall business strategy to an individuals goals and objectives.
Here are 10 keys for successful implementation of strategic planning: 1. Clear Vision and Mission Statements 2. Comprehensive Situation Analysis 3. Engage Stakeholders 4. Set Clear Objectives and Goals 5. Prioritize Initiatives
BUS 109 - Strategic Management & Business Policy HandbookPauline Zhou
(Spring 2010) A prepared 84-page handbook for my Strategic Management and Business Policy course; it includes the fundamentals, theories, models, and insights gathered together into this book.
The requirement for this assignment was to put together a 3-page or 50 most important concepts learned throughout the course.
1Chapter 11Pick 4 topics and discusstalk about the topics. .docxhyacinthshackley2629
1
Chapter 11
Pick 4 topics and discuss/talk about the topics. No plagiarism will use checker tool. Due in 24 hours. Please highlight each topic. Word count 100 words each topic no less. Please put what chapter it is on. Please no repeating in sentences and make it easy to read and understand.
Terminology:
Champion
Change Theory
Continuous Improvement
Coproduction
Credo
Customer-centric
Direct Competition
General Competition
Indirect Competition
Mission
Problem Statement
Resource Viewpoint
Service Guarantee
Service Mission and Service Vision
Service Process Implementation
Service Strategy
Silo
Strategic Service System
Strategy
SWOT Analysis
Vision
“Failing to plan is planning to fail.”
“Service doesn’t just happen; it must be planned. You need a strategy.”
220 Chapter 11 Strategic Planning for Service
Th is chapter focuses on strategic planning for service. It is divided into three parts:
■ Introduction to Service Strategy
■ Analyzing Position and Market
■ Integration: Implementing a Service Strategy
In the fi rst section, the premise of strategy is introduced as it relates to hospitality
management and a foundation is established. Th e second section discusses the internal
and external evaluations of the SWOT analysis in an eff ort to analyze the position and
the market environment. Th e fi nal section covers writing objectives and implementation
of the strategy.
Introduction to Service Strategy
STRATEGY DEFINED
Th e science of strategy can be quite complex. Numerous books, courses, and even
college majors are devoted to this subject. Consultants and professionals devote
entire careers to the study of the topic. As complex as it may be, it is also a very basic
concept at its roots. Simply put, a strategy is a calculated plan to achieve a common,
chosen objective. Th is defi nition sounds simple. However, each word and phrase has
distinct meaning. Let’s dig more deeply into the three main facets of strategy.
CALCULATED PLAN
We aim to develop a strategy through methodical means, to structure a well-thoughtout
plan with direction. Th is is anything but ad hoc. It involves self-analysis and external
input to make the best possible plan with the information available. Any and all
progress will be monitored and revised as needed.
COMMON, CHOSEN
Th e framework is agreed upon and supported at all levels of the business. Everyone
is made aware of the plan, the direction, and the commitment involved to get to the
objective. Upper-level management supports low-level management and line staff in
all of their eff orts. Everyone is working together.
OBJECTIVE
Th e desired outcome may vary greatly in nature and scope based on the organization
and the goals, but it is always present. Objectives ultimately help to achieve goals.
Most objectives involve a plan for improvement. Some examples of aggressive objectives
include being known as having the absolute best service or gaining market share.
Strategy
A calculated plan to
achieve a common,
chosen object.
Similar to Presentation | Strategy Implementation Success Factors (20)
In deze presentatie presenteren wij het strategie executie model met de vijf bouwstenen voor succesvolle strategie executie. De succesfactoren hebben betrekking op de strategie, de executie van de strategie, de organisatie, de mensen die de strategie moeten uitvoeren en de systemen die nodig zijn om de executie te ondersteunen. Strategie executie kan alleen goed worden begrepen door deze vijf bouwstenen samen te brengen in een holistische kijk op strategie executie.
This article presents seven key factors for successfully developing strategy in Africa. These seven factors allow executives and managers to master strategy in this important but challenging continent.
Strataegos Consulting is een advies en onderzoeksbureau gespecialiseerd in strategie consulting met een focus op strategie executie. Strataegos Consulting helpt organisaties bij het ontwikkelen en uitvoeren van innovatieve strategieën die organisaties in staat stellen om duurzame waarde te creëren voor klanten, medewerkers en maatschappij.
In deze presentatie presenteren wij de Strategie Implementatie Agenda met acht succes factoren voor succesvolle strategie implementatie. De succesfactoren bieden managers handreikingen, inzichten en goede praktijken om hun strategieën succesvol ten uitvoer te brengen.
Strategie implementatie is van groot belang voor iedere organisatie. Goed geformuleerde strategieën en beleid leiden alleen tot succesvolle resultaten indien succesvol uitgevoerd. Dit proefschrift onderzoekt het succes en falen van strategie implementatie binnen publieke en private organisaties. Uit dit onderzoek kwamen 24 factoren naar voren die van invloed zijn op het succes van een organisatieverandering. Deze factoren zijn samengebracht in een praktisch model voor strategie implementatie.
Zelfs de beste strategie heeft pas waarde indien succesvol uitgevoerd. De meeste strategie implementaties mislukken echter. Deze samenvatting van mijn proefschrift over strategie implementatie presenteert het Strategie Implementatie Framework. Het raamwerk bevat 18 succesfactoren gerelateerd aan de inhoud, het proces en de context van een strategie implementatie. Het raamwerk geeft bestuurders en managers inzicht in dit complexe en ongrijpbare fenomeen.
Zelfs de beste strategie heeft pas waarde indien succesvol uitgevoerd. De meeste strategie implementaties mislukken echter. Deze presentatie presenteert het Strategie Implementatie Model. Het model bevat 18 succesfactoren gerelateerd aan de inhoud, het proces en de context van een strategie implementatie. Het Strategie Implementatie Model geeft iedere manager met implementatieverantwoordelijkheden inzicht in dit complexe en ongrijpbare fenomeen.
Strategy implementation and organizational change is of high importance to management science and practice due to its direct relation to organizational performance, its high complexity and high failure rate. This PhD thesis investigates strategy implementation and its reasons for success or failure. It presents a comprehensive framework for succesful strategy implementation. This PhD research demonstrates that strategy implementation is a highly complex organization phenomenon which is influenced by a large number of factors related to the proces, content and context of the implementation effort.
Comments and LinkedIn connections from fellow strategy practitioners and researchers are welcome.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
2. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 2
STRATEGY IMPLEMENTATION AS COMPETITIVE
ADVANTAGE
Many organizations have a strategic planning unit that is responsible
for strategy development but lack a unit that is responsible for
strategy execution and monitoring.
A strategy management office is an organizational unit that manages
both strategy development and execution in an integrated way.
The office is responsible for coordinating the whole process of
analysis, development, planning, execution and control of the
strategy.
The office facilitates senior management with strategy analysis and
development and middle management with strategy execution and
monitoring and control.
1
2
3
4
3. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 3
1
2
3
4
Fewer than 15 percent of organizations around the world
report that they are successful at strategy implementation.
Various studies have reported strategy implementation failure
rates at 60 to 90 percent.
The majority of strategies fail in the strategy implementation
phase.
Many organizations have a fundamental disconnect between
the formulation of their strategy and the implementation of
that strategy into useful action.
MOST STRATEGY IMPLEMENTATIONS FAIL
MOST ORGANIZATIONS HAVE A DISCONNECT BETWEEN STRATEGY AND EXECUTION
4. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 4
1
2
3
4
After a comprehensive strategy has been formulated, significant
difficulties often arise during the following strategy
implementation process.
The strategy implementation problem: ‘the all too frequent failure
to create change after seemingly viable strategic plans have been
developed’.
Achieving successful implementation remains a continuing
challenge for managers and executives.
Survey after survey reveals that strategy implementation is a top
priority for executives worldwide.
THE STRATEGY IMPLEMENTATION PROBLEM
STRATEGY EXECUTION IMPLEMENTATION IS TOP PRIORITY FOR EXECUTIVES WORLDWIDE
5. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 5
9 KEY FACTORS FOR STRATEGY EXECUTION
HOW TO SUCCESSFULLY EXECUTE STRATEGY
STRATEGY
IMPLEMENTATION
SUCCESS
1
COMPETENT
MANAGEMENT
2
PEOPLE SKILLS
3
POLITICAL
INTERESTS
4
EXECUTION
PLAN
5
STRUCTURE
6
CULTURE
7
LEADERSHIP
8
STRATEGY
COMMUNICATION
9
MONITOR AND
CONTROL
08 COMMUNICATE
THE STRATEGY
07 PROVIDE LEADERSHIP
06 CREATE A FEARLESS
CULTURE
05 ALIGN STRATEGY
AND STRUCTURE
09 MONITOR AND ADAPT
THE EXECUTION 01
02
03
APPOINT COMPETENT
MANAGEMENT
USE PEOPLE
MANAGEMENT SKILLS
DEAL WITH POLITICAL
BEHAVIOR
04DEVELOP AN
EXECUTION PLAN
6. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 6
APPOINT COMPETENT MANAGEMENT
COMPETENT MANAGEMENT IS THE MOST IMPORTANT FACTOR FOR STRATEGY EXECUTION
o Competent management is the most important success factor for
strategy execution.
o Inadequate capabilities of managers are a common cause of
strategy implementation failure.
o When employees have little confidence in the ability of
management to execute the strategy then their commitment to
the strategy will be low.
o Incompetent colleagues and especially managers have a very
negative influence mistakes the performance of team members.
o Competent employees tend to leave an organization when they
have to work for incompetent managers and feel that their
performance is not appreciated or even worked against.
SUCCESS
FACTORS
1
7. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 7
USE PEOPLE SKILLS
EXTENSIVE PEOPLE SKILLS ARE REQUIRED TO MOBILIZE EMPLOYEES
o People management is a key practice for successful
execution.
o A manager with people skills sincerely listens, provides
support and encouragement, coaches and counsels, develops
personal relations with subordinates and celebrates social
activities.
o Better social relations increase the cooperation, motivation,
and effectiveness of organizational members.
o As individuals go to work for both instrumental and social
reasons, managers need to pay attention to both task
performance and social relationships.
SUCCESS
FACTORS
2
8. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 8
TAKE POLITICAL INTERESTS INTO ACCOUNT
OVERCOME RESISTANCE TO CHANGE BY INVOLVING OPPONENTS
o Strategic change inevitably raises questions of power within an
organization.
o The very prospect of organizational change confronts established
positions and may lead to resistance to change.
o Politics and struggles over power and leadership undermine a
strategy execution effort.
o Resistance to change may lead to passivity toward the strategy
and its execution or even sabotage.
o Overcome resistance to change by involving potential opponents
in decision-making, taking their interests seriously, clearly
communicating the new strategy to them and confronting
dissidents.
SUCCESS
FACTORS
3
9. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 9
DEVELOP AN IMPLEMENTATION PLAN
TRANSLATE THE STRATEGY INTO A CONCRETE OBJECTIVES AND ACTIVITIES
o Write an implementation plan that specifies the operational
objectives, activities and processes required to achieve the goals
of the strategy.
o Translate the strategic objectives into measurable operational
objectives linked to departmental and individual goals.
o Effective strategy implementation requires clear implementation
tasks, activities and responsibilities.
o Allocating clear responsibilities for the performance of the
implementation activities allows progress measuring and control.
o Specific and ambitious but realistic goals that are accepted by
organizational members lead to the best execution performance.
SUCCESS
FACTORS
4
10. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 10
ALIGN STRUCTURE TO STRATEGY
DESIGN A DECENTRALIZED AND CLEAR ORGANIZATON STRUCTURE
SUCCESS
FACTORS
5 o Design a clear and decentralized organization structure that is
aligned to the strategy.
o A decentralized structure increases commitment of employees to
decision-making, speed of decision-making, and improves the
quality of decisions using specialized knowledge of employees at
lower levels in the organization.
o Individuals working in centralized organizations tend to feel that
management does not trust their skills and abilities resulting in a
sense of incompetence, reducing self-determination and intrinsic
motivation and performance.
o Design a clear structure with clear procedures, rules and
responsibilities that gives employees certainty during the
execution.
11. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 11
CREATE A SAFE AND INNOVATIVE CULTURE
CULTIVATE A CULTURE IN WHICH EMPLOYEES DARE TO MAKE MISTAKES
o A new strategy involving layoffs triggers intense emotions such as
anxiety and fear for job security among organizational members.
o Job insecurity lowers job satisfaction, strategy commitment, job
involvement, trust in management and work effort and increases
psychological withdrawal, resistance to change and the propensity
to leave the organization
o Many organizations have a culture of fear in which employees are
afraid to lose their job or to be treated harshly by their superiors.
o Highly centralized and formalized structures with rigid rules create
a fear for making mistakes, responsibility, participation and change,
acting as major barriers to strategy implementation.
o Cultivate a fearless culture in which employees dare to take
initiative, voice their opinion and are not afraid to make mistakes.
SUCCESS
FACTORS
6
12. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 12
APPOINT A STRATEGY IMPLEMENTATION LEADER
STRATEGY IMPLEMENTATION IS A KEY TASK OF EXECUTIVES
o Appoint one board member – preferably the CEO – who is
responsible for the outcome of the strategy implementation.
o Strategy execution is a task that leaders cannot delegate.
o The implementation leader is responsible for articulating and
communicating an attractive strategic vision that guides the
execution.
o A successful leader inspires followers through the
communication of a captivating vision designed to motivate
followers to ambitious goals.
o Increase the willingness of employees to follow a leader by
practicing moral virtues such as fairness, integrity, honesty,
loyalty, determination, courage and responsibility.
SUCCESS
FACTORS
7
13. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 13
COMMUNICATE THE STRATEGY
EMPLOYEES CANNOT EXECUTE A STRATEGY THEY DO NOT UNDERSTAND
o No less than 95 percent of employees do not understand the
strategy of their own organization.
o The objective is to make employees understand what the
strategy is all about and what its goals are.
o The strategy needs to be clearly explained in a way that
employees understand and may become convinced that the
strategy is sound and effective.
o Employees are more accepting of undesirable decisions when
they receive clear and adequate explanations for those
decisions. This is called procedural justice.
o Not only is it important to communicate the strategy to the
people but also to listen to their reactions to the strategy.
SUCCESS
FACTORS
7
14. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 14
MONITOR AND ADAPT THE STRATEGY
MONITOR AND ADAPT THE EXECUTION AS PLANS ARE DESTINED TO CHANGE
o As implementation plans are destined to change, execution teams
regularly share information, reconfirm priorities and make
adjustments when objectives are not achieved.
o Assign clear responsibilities and hold people accountable.
o Many organizations have accountability problems resulting from lack
of planning, absence of a functional management information
system, or cultural values which do not encourage holding persons,
especially in high positions, accountable.
o When objectives are not being met it may be that the assumptions
underlying the strategy are flawed or obsolete. When this happens it
must be decided whether incremental improvements will suffice or
that a new strategy is required.
SUCCESS
FACTORS
9
15. STRATEGY IMPLEMENTATION SUCCESS FACTORS | STRATAEGOS CONSULTING 15
DR. ARNOUD VAN DER MAAS
o Dr. Arnoud van der Maas is a strategy
consultant and author in strategy execution.
o International expert in strategy execution.
o Founder of Strataegos Consulting –
specialized in strategy consultancy and
research.
o Received a PhD in Strategy Execution from
Rotterdam School of Management, Erasmus
University.
DR. ARNOUD VAN DER MAAS
OWNER | FOUNDER
STRATEGY EXPERT AND OWNER OF STRATAEGOS CONSULTING
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