The document discusses various aspects of strategy implementation including:
1. Strategy implementation requires integrating people, structure, processes and resources to achieve organizational objectives.
2. There are different organizational structures that can be used including functional, divisional, strategic business unit and matrix structures.
3. The McKinsey 7S model analyzes seven key internal elements including strategy, structure, systems, staffing, skills, style and shared values that must be aligned for effective strategy implementation.
Strategic formulation in Strategic managementYamini Kahaliya
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
This Module covers Definition,Relevance , Characteristics , Level, Approach of Strategic Management along with Strategic Management Model, Strategist and Pitfall in Strategic Management
Strategic formulation in Strategic managementYamini Kahaliya
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
This Module covers Definition,Relevance , Characteristics , Level, Approach of Strategic Management along with Strategic Management Model, Strategist and Pitfall in Strategic Management
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
Strategic Management - Module 3 – MG University - Manu Melwin Joymanumelwin
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.
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
Strategic Management - Module 3 – MG University - Manu Melwin Joymanumelwin
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.
Strategic implementation - strategic management - Manu Melwin Joymanumelwin
• 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.
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Disciplinary action is a reprimand or corrective action in response to employee misconduct, rule violation, or poor performance. Depending on the severity of the case, disciplinary action can take different forms, including A verbal warning. A written warning
The admission process will be started after the release of the admission list or cut-off. The university will offer admission through a merit basis or entrance test. Students will be able to apply for admission as per their choice of respective courses. DU Counselling process will be organized through offline mode.
The retirement benefits mainly consist of the employees' leave encashment (employees are allowed to accumulate leaves and exchange them for cash on their retirement), retirement gratuity, and the amount that they were contributing to their provident fund account throughout their service.
International Financial Reporting Standards, commonly called IFRS, are accounting standards issued by the IFRS Foundation and the International Accounting Standards Board
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. 1.Introduction
2.Nature
3.Strategy formulation-Implementation: Interrelationship
4.Obstacles in Strategy Implementation
5.Overcoming the Potential Challenges of Strategy
Implementation
6. Managing Resistance to Change
7. There are approaches for implementing change Managing
Resistance to Change
8. Matching Structure with Strategy
9.McKinsey 7 S Model
10.Conclusion
11.Questions & Quires
3. INTRODUCTION
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.
• “Successful strategy formulation does not guarantee
successful strategy implementation”
• “Strategies most often fail because they aren’t executed well.”
9. Strategy Formulation – Implementation:
Interrelationship
STRATEGY FORMULATION
• It is positioning forces before
action.
• It focuses on effectiveness.
• It is an intellectual process
• It requires good intuitive and
analytical skills.
• It requires coordination among few
individuals.
STRATEGY IMPLEMENTATION
• It is managing forces during action.
• It focuses on efficiency.
• It is primarily and operational
process.
• It requires special motivational and
leadership skills.
• It requires combination of many
individuals.
10. Obstacles in Strategy
Implementation
1.Lack of a dynamic learning environment
2. Project-based work leaders exhibit no strategic
leadership presence
3.Organizational structures and processes are inflexible
4. Resistance to Change
5. Lack of Resources
6. Too Distracted
11.
12. Overcoming the Potential Challenges
of Strategy Implementation
1. Managing change
2. Developing effective incentives and controls
3. Clarifying responsibilities and accountability
4. Integrating strategy and short-term objectives
5. Develop leadership and system change strategy
6. Establish performance measures; set goals
7. Define effective treatment strategies and
establish procedural guidelines
13. Managing Resistance to Change
The single greatest threat to successful
strategy implementation.
Resistance to change can emerge at any
stage of the strategy implementation
process.
14. There are approaches for
implementing change:
1) A force change strategy
Giving orders and enforcing those order.
2) The educative change strategy
Presents the information to convince people of the need
for change.
3) Self-Interest change strategy
Attempts to convince the individual that the change is to
their personal advantage
15. Matching Structure with
Strategy
The Functional Structure
The Divisional Structure
The Strategic Business Unit (SBU) Structure
The matrix Structure
16. • Mean: The most common structure found within organizations,
functional
structure consists of units or departmental groups identified by
specialty,
such as engineering, development, marketing, finance, sales or human
resources that are controlled from the top level of management.
• Advantages: Functional structure promotes specialization of labour,
encourages efficiency, minimizes the need for an elaborate control
system,
and allows rapid decision making.
• Disadvantages: It forces accountability at the top, minimize career
development opportunities, low employee morale, line/staff conflicts,
poor
delegation of authority, inadequate planning for products and markets.
Mostly it is abandoned in favour of decentralization and improved
accountability.
The Functional Structure
18. The Divisional Structure
• When a company expands to supply goods or services to a variety of customers, offers a
variety of different products or are engaged in business in several different markets, the
company could adopt a divisional
organizational structure.
• A divisional structure groups its divisions according to the specific demands of products,
markets or customers. Unlike the functional organizational structure, where the different
organizational functions of the company
conduct activities satisfying all customers, markets and products, the divisional structure
focuses on a higher degree of specialization within a specific division, so that each
division is given the resources, and autonomy, to swiftly react to changes in their specific
business environment.
Therefore,each division often has all the necessary resources and functions within it to
satisfy the demands put on the division
• Each division will likely be structured as a functional structure. A company with a
divisional structure therefore has a subset of different and
specialized SBU's satisfying the demands of different customers, markets or
products.
20. The Strategic Business Unit (SBU) Structure
• Large, diversified companies organize themselves into divisions to
break the management of the company into smaller,
organizationally cohesive part .The company headquarters still gives
the divisions strategic direction.
• Strategic Business Units, or SBUs, are organizationally complete
and separate units that develop their own strategic direction. They
still report back to company headquarters but operate as
independent businesses organized according to their target markets.
They are often large enough to have their own internal
organizational divisions.
22. The Matrix Structure
• • The matrix structure is an organizational design that groups employees by
both function and product. The organizational structure is very flat, and the
structure of the matrix is differentiated into whatever functions are needed
to accomplish certain goals. Each functional worker usually reports to the
functional heads, but do not normally work directly under their supervision.
• • Instead, the worker is controlled by the membership of a certain project,
and each functional worker usually works under the supervision of a project
manager. This way, each worker has two superiors, who will jointly ensure
the progress of the project. The functional head may be more interested in
developing the most exiting products or technologies, whereas the project
manager may be more concerned with keeping deadlines and controlling
product costs.
• • When work is accomplished, the project team may get dissolved, and
workers from different functional areas may get reassigned to other
projects and tasks.
24. McKinsey 7 S Model
• The 7-S Framework was first mentioned in "The Art Of
Japanese Management" by Richard Pascale and Anthony Athos
in 1981.
• They had been investigating how Japanese had been so
successful.
• At around the same time, Tom Peters and Robert Waterman
were exploring what makes a company excellent.
• The 7 S model was born at a meeting of these four authors
in 1978.
• It was taken up as a basic tool by the global management
consultancy company McKinsey.
26. THE HARD S-1- Strategy
• Strategy: the direction and scope of the
company over the long term.
• Ways to achieve competitive advantage.
Examples.
• Low-cost strategy through economic production
or delivery
• Product differentiation through distinct features
or innovative sales.
27. THE HARD S-2- Structure
Ways in which task and people are specialized
and divided, and authority is distributed.
Four main structures:
• Functional Structure
• Divisional Structure
• Matrix Structure
• Network Structure
28. • Formal processes and procedures to manage the
organization.
Examples:
• Performance Measurements
• Reward Systems
• Planning
• Budgeting
• Resource Allocation
• Information System
• Distribution System
THE HARD S-3- Systems
29. People, their background & competencies.
Organization’s approach to recruitment, selection,
socialization, training and employee development is
important for effective staffing.
THE Soft S-1: Staffing
30. THE Soft S-2 Skills
• Distinctive competencies in the
organization.
• Can be of People, Management Practices,
Systems and/or Technologies.
31. • Leadership style of top management and
overall operating style of organization.
• Impacts norms followed by people, how
they work and interact with each other and
customers.
THE Soft S-3 Style
32. THE Soft S-4 Shared Values
• Core values shared in the organization and
serve as guiding principles of what is
important.
• Helps focus attention and provides a
broader sense of purpose.
33. In conclusion, successful strategy implementation requires
committed leadership, appropriate programme structure
and documented programme outcomes that are brought
together within an integrated programme methodology
in order to achieve success.