This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
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
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
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
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
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.
Environmental Analysis is described as the process which examines all the components, internal or external, that has an influence on the performance of the organization.
Strategic management is the management of an organization’s resources to achieve its goals and objectives.
ORGANIZATIONAL AND RESOURCE DIMENSIONS IN IMPLEMENTATIONTANKO AHMED fwc
Strategy implementation has resource management as pivotal challenge where planning assumptions faces situational realities of organizations. This paper discusses organizational and resource dimensions in strategy implementation process. It defines and describes the often neglected dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation tend to accommodate an integrative framework for the hierarchy of strategic and managerial decisions and actions. The paper investigates into this literature deficit to enhance the strategic aptitude of middle and higher executives in handling organizational and resource dimensions in implementation. A simulation exercise is designed for participants of the Policy Strategy and Leadership Course to practice on the application of strategy implementation in real world situations.
Strategic management process involves complex cross-functional relationships of organizational components geared towards attainment of set objectives. It is a veritable tool of strategy for navigating the complexity of applying the tenets of mission and vision of organizations. This paper discusses, explains and relates how leadership of organizations harnesses resources in series of decisions and actions that determine performance and results. The complex and contingency nature of strategic management process blends an agenda resource-based, structure-conduct-performance, agency and other theories. Literature survey on the subject reveals emphasis on ways to simplify and understand the multifarious nature of strategic management process put to work for attainment of common set objectives. The challenge and burden of strategic management process rest on the shoulders of organizational leadership or senior executives charged with decisions and actions. The paper breaks down this process into strategic formulation; strategic implementation; and, strategic evaluation and control. An exercise is designed for senior executives to practice on the workings of strategic management process in groups representing organizational situations.
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.
Environmental Analysis is described as the process which examines all the components, internal or external, that has an influence on the performance of the organization.
Strategic management is the management of an organization’s resources to achieve its goals and objectives.
ORGANIZATIONAL AND RESOURCE DIMENSIONS IN IMPLEMENTATIONTANKO AHMED fwc
Strategy implementation has resource management as pivotal challenge where planning assumptions faces situational realities of organizations. This paper discusses organizational and resource dimensions in strategy implementation process. It defines and describes the often neglected dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation tend to accommodate an integrative framework for the hierarchy of strategic and managerial decisions and actions. The paper investigates into this literature deficit to enhance the strategic aptitude of middle and higher executives in handling organizational and resource dimensions in implementation. A simulation exercise is designed for participants of the Policy Strategy and Leadership Course to practice on the application of strategy implementation in real world situations.
Strategic management process involves complex cross-functional relationships of organizational components geared towards attainment of set objectives. It is a veritable tool of strategy for navigating the complexity of applying the tenets of mission and vision of organizations. This paper discusses, explains and relates how leadership of organizations harnesses resources in series of decisions and actions that determine performance and results. The complex and contingency nature of strategic management process blends an agenda resource-based, structure-conduct-performance, agency and other theories. Literature survey on the subject reveals emphasis on ways to simplify and understand the multifarious nature of strategic management process put to work for attainment of common set objectives. The challenge and burden of strategic management process rest on the shoulders of organizational leadership or senior executives charged with decisions and actions. The paper breaks down this process into strategic formulation; strategic implementation; and, strategic evaluation and control. An exercise is designed for senior executives to practice on the workings of strategic management process in groups representing organizational situations.
STRATEGY FORMULATION: ARTICULATIING VISION, MISSION, VALUES AND STRATEGIC INT...TANKO AHMED fwc
This paper discusses the basis and purpose of strategy formulation and correlates its elements in the pursuit of set vision, mission, values and strategic intent. Theories of strategy or theories of action propose what to look for, what steps to take and what to expect. Corresponding literature on strategy formulation promotes the trio of environmental scanning, data synthesis and SWOT analysis in a tool-kit for articulating vision, mission, values and strategic intent. The paper describes and explains the workings of these three components to draw conclusions on their foundational value in the strategic management process. A simulation exercise is specifically designed for commanding officers to practice on the application of strategy formulation to counter real world challenges.
STRATEGY IMPLEMENTATION: TURNING GREAT STRATEGY INTO GREAT PERFORMANCETANKO AHMED fwc
Strategy in human affairs is vested more in the process of leading following and doing things with specific ends, goal or objects in mind. Great strategies precipitate great performance by means of sound strategic management process including strategy formulation and implementation. This paper discusses the process of turning great strategy into great performance by means of inspiration. The paper seeks to arouse the daring spirit of extraordinary performance founded on sound strategy formulation and implementation. This is in contribution to a thematic course for middle and senior executive on policy, leadership and strategy. The paper also dedicates a simulation exercise to the implementation of new national health policy in Nigeria. The British popular phrase of ‘who dares win’ is captured as the battle cry of the exercise.
STRATEGY FORMULATION FOR COMMAND RESPONSIBILITY TANKO AHMED fwc
Command responsibility can be both military or civilian and categorised as policy command, strategic command, operational command, and tactical command. It bears the capacity to issue orders, power of influence, and authority to assign tasks. Strategy tends to collapse across levels in the exercise of command responsibility. This paper discusses the basis and purpose of strategy formulation and correlates its elements in the pursuit of set vision, mission, values and strategic intent.
STRATEGIC MANAGEMENT PROCESS FOR COMMAND RESPONSIBILITYTANKO AHMED fwc
New trends in strategic management process (SMP) tend to collapse the hierarchical strategy-operation-tactic structure into a virile ecosystem of thinking-planning-action-review. Institutions of higher learning, centres for reflections, and leadership development programme found in places like NIPSS and NDC are resorting to vertical and horizontal expansion to catch up with the cascading trend of blending strategic and operational studies by means of SMP. The NIPSS and NDC as leading strategic level training in Nigeria witness faculty elasticity in curricula and extra-curricular activities, as well as, terrain extension into operational strategy. The NIPSS seeks wider mandate through its Policy Leadership and Strategy Course (PLSC), the Political Parties Leadership and Policy Development Centre (PPLPDC), and other engagements for stronger effect to its flag ship Senior Executive Course; and the NDC is now supported by the Army, Navy and Air War Colleges
STRATEGIC PLANNING: SETTING VISION, MISSION, OBJECTIVES, GOALS AND CORE VALUESTANKO AHMED fwc
The strategic planner is a strategist who is able to theorise, advance and execute plans geared at achievement of set goals involving the setting of vision, mission, goals and objectives guided by core values of the organisation. This paper explores the background, importance and place of strategic planning in the overall strategic management process. The paper explains the critical role of strategic planning, its meaning, approaches, components and applicability, with particular attention to the theme of the NIPSS-PSLC 32. Attention is also given to the ultimate galvanising instruments of strategic planning collectively known as the ‘3Cs’ including collaboration, cooperation and coordination responsible for strategy implementation. The course participants are further engaged in an exercise for application of knowledge and skills in strategic planning to Nigeria’s Tertiary Institutions Management Policy Framework.
Guidance paper leadership of strategic improvement planning and self evaluati...Lucie Fenton
Is your strategic improvement planning process as effective as it could be? ASCL Curriculum and Assessment Specialist Suzanne O’Farrell has written a new guidance paper to help senior leaders, governors and trustees to improve their processes for strategic planning and self-evaluation.
The paper sets out four elements of the strategic planning process and outlines five actions that strategic leaders carry out. Suzanne says, “Defining clear priorities and understanding institutional strengths and weaknesses have never been more critical.”
This paper discusses strategy evaluation, review and redesign or the point at which the cycle of strategic management process end and restarts. The complex and contingency nature of this process blends an agenda of resource-based, structure-conduct-performance, agency and other theories. The paper takes the middle course theory of organizational structure-conduct-performance for strategy evaluation, review and redesign. Literature survey on the subject reveals emphasis on ways to simplify and understand the multifarious nature of strategic management process as it projects the trio of evaluation, review and redesign as its driving force. The paper explains the seeming similarities, possible uniqueness and relationship of strategy evaluation, review and redesign to show how the trio functions as rear axles of strategic management process. A simulation exercise is provided to facilitate the application of knowledge skills on strategy evaluation, review and redesign by the NIPSS-PSLC Participants
Strategic planning is different from the ordinary ad-hoc planning in which few disconnected projects are identified from time to time for implementation (Imobighe, 2014:2) .
It is integral with a comprehensive vision, in which all the vital elements of its resources including human and material, are effectively engaged towards the promotion of the goals and aspirations of the organisation.
The lack of strategic planning is ruinous to the vision, mission, and values of whatever an organization stands for.
In the highly competitive environment, the Nigerian auto-industry, strategic planning is a ‘do or perish’ process without which survival is very difficult in the face of fierce competition and available ‘alternatives’.
Unity in diversity is a conceptual formula for showing unity without uniformity along with diversity without fragmentation.
It is used to explain the harmonious unison of a people coming from different religions, cultures or/and environment.
Nigeria was a product of British Colonial empire-building and the emergence of Nation-States.
Plateau State is a product of Nigeria’s nation-building, a sub-set of the former.
The success of Plateau State as a people will translate into the success of Nigeria as a nation.
Elements are abstract parts of any entity depicting its group dynamics. Group or Community elements are what we see in the nature of the people as they relate to their environment .
The Plateau Elements are the qualities that make ‘Plateau the Beautiful’.
Addiction is being abnormally tolerant or strongly dependent to something. A Psychological, Physical or/and Physiological Condition. It is Habit forming especially destructive
Drugs Addiction = Substance Use Disorder
NATIONALINTEREST AND NATIONAL SECURITY IN NATIONAL SECURITY STRATEGYTANKO AHMED fwc
National policies, strategies and programmes are grounded on national interests tied to social, political, economic, and humanitarian processes.
We seek to understand ‘national interest’ in general, in specific relationship with ‘national security’
Issues or elements and events in national interest and national security are reflected in a nation’s security strategy
CONCEPTS, THEORIES AND METHODS IN THE POLITICS OF FRANCOPHONE AFRICA IN THE P...TANKO AHMED fwc
Concepts, theories, and methods project subjects of study beyond mere technical definitions.
They widen views, heighten propositions, and broaden approaches befitting scholastic practices.
The ‘Politics of Francophone Africa’ comprises of three flowing variables of ‘politics’, ‘francophone’ and ‘Africa’
This lecture discusses how to create and use concepts, theories and methods for the course theme.
HISTORICAL BACKGROUND TO POLITCS OF FRANCOPHONE AFRICATANKO AHMED fwc
Modern African political structures and processes were greatly influenced by the continent’s colonial past.
The two major colonial powers in Africa were Britain and France.
The French are known for stringent policies of controlling their colonies and subjects.
POLITICS OF FRANCOPHONE AFRICA: GENERAL INTRODUCTION TANKO AHMED fwc
The modern world is divided into spheres of influence with historical origins from the era of building empires to the age of creating nation-states.
This processed featured the socio-cultural expansion to outreached colonialism by super-powers across the world.
Among the European colonial ‘masters’ is France from which the syntagmatic ‘francophone’ originates.
Policing has completed its natural cycle, originating from a community function to a global network, and now back to base as community or universal policing.
The common phrase of ‘Dan’sanda Abokin Kowa’ (police the friend for all) has transformed into the new ‘Dan’sanda Na Kowa’ (policing for all by all).
The process of policing is intrinsically tied to the primary activities of the People.
The Police are the closest government agents to the community level.
Strategic plans involve the setting of vision, mission, goals and objectives, guided by core values of the organisations.
“… strategic planning should be more about collective wisdom building than top-down or bottom-up planning.”
Aimed at setting priorities, focusing energy and resources, strengthening operations, co-opting and galvanising both internal and external stakeholders in attainment of set goals.
POLICY AND STRATEGY FOR PATRIOTISM, INSTITUTIONS, AND ECONOMIC DEVELOPMENT OF...TANKO AHMED fwc
This work is a child of circumstances originating from the NIPSS stock where individual projects of participants are not only topical but also focused on problem-solving.
SECURITY AND STRATEGIC STUDIES COURSE RECAP ON SSS.pptxTANKO AHMED fwc
The field of security and strategic studies (SSS) is a critical component of political science and international relations in national policies and strategies. SSS serves as a tool for understanding and application of ideas and doctrines in political and social sciences. It is closely associated with national security in nation-building, national development, and the management of national affairs.
THINKING SKILLS FOR GOVERNMENT AND POLITICS.pptxTANKO AHMED fwc
*Social Thinking or Thinking Socially is Perspective Thinking or Consideration for Others.
*Economic Thinking or Thinking Economically is Opportunity Cost Thinking or Providing Choices
*Political Thinking or Thinking Politically is about Power-sharing in Decision-and-Action.
*A Unified or Systems Thinking involves Unity of purpose and consideration for others in making decisions and taking actions.
The challenge of entrepreneurship for individual actualization and group participation in wealth creation, nation-building, and national development is enormous. Members of the Alumni Association of the National Defence College (AANDEC) are unique with knowledge, skill, experience, patriotism, and zeal for business and industry. The AANDEC Consult strives to actualize the AANDEC resolve for '… constructive engagement …' with the larger society.
The challenge of entrepreneurship for individual actualization and group participation in wealth creation, nation-building, and national development is enormous. Members of the Alumni Association of the National Defence College (AANDEC) are unique with knowledge, skill, experience, patriotism, and zeal for business and industry. The AANDEC Consult strives to actualize the AANDEC resolve for '… constructive engagement …' with the larger society.
A PhD External/Oral Defence/Viva
Submitted to the Department of Political Science and International Relations, Faculty of Arts and Social Sciences, Nigerian Defence Academy, Kaduna, in Partial Fulfillment of the Requirements for the Award of PhD in Defence and Strategic Studies.
EFFECTS OF FLOODING ON SOCIO-ECONOMIC DEVELOPMENT: The Case of Jigawa State,...TANKO AHMED fwc
Seen optimistically, flooding could be more of a blessing than a curse especially when it occurs predictably in an area dearth of water resources. This paper describes flooding in its basics, discusses its causes and effects on the socio-economic development of Jigawa State and its people. The paper notes the devastating effects of flood in Jigawa State but also considers what it could have been if it was well-managed. It is assumed that the same flooding would also bring opportunities for socio-economic development against the destruction and miseries. It presupposed that if existing agencies, policies, strategies, and the commitment of the people and governments at all levels are reckoned with, the present equation would be different.
DEVELOPING A PEOPLE’S SECURITY ECOSYSTEM IN A CHALLENGING ENVIRONMENTTANKO AHMED fwc
The paper deploys an analogical approach to the complex topic of developing a people’s security ecosystem centrifugal to the existing national security architecture within a challenging environment. It conceptulises people’s security ecosystem as an adhocratic enhancement to the bureaucratic nature of national security architecture as aspects of national security management and describes the environmental impediments to its development. The paper deploys a system approach in the management process of getting things done by use of resources with the people as core. It views the existing national security architecture as a closed, self-constraint, over-regulated, isolated, restrained, and too bureaucratic against the people’s security ecosystem which is open, extended, flexible, participatory, and adhocratic as it interacts with the environment. The paper argues that the Nigerian security environment is self-afflicted with defective organisational capability, weak interagency synergy, absence of effective communication strategy, and prolonged breakdown in national value re-orientation. The paper attributes the deeply rooted divisive tendencies as precursory to a national psyche in which issues are seen in terms of tribal, ethnic, religious, sectional, and endless highly opinioned dysfunctional conflicts. It establishes the way forward to include the expansion of existing bureaucratic national security architecture to an adhocratic people’s security ecosystem for effective security service delivery. The paper strongly recommends the mass mobilisation of the citizenry, re-organisation of communities, and encouragement of security service entrepreneurship as key approaches to developing a people’s security ecosystem in a challenging environment. Some key suggested implementation strategies range from otherwise neglected civic duties to compulsory community and security service for all able Nigerians.
REMODELING THE POLICE AND POLICING IN NIGERIA: Challenges and Prospects for t...TANKO AHMED fwc
Recent developments including the current community policing programme, the new Police Act, the EndSARS protests, and a supportive Police Trust Fund provide the catalyst for remodeling the Police and policing in Nigeria. This presentation addresses the process of modeling the ideal police officer with particular attention to the challenges and prospects for the Nigeria Police Academy cadet-graduates. The paper discusses the meaning and philosophy of police and policing, and reflects on the work environment within which they operate. It argues that police officers are often on their own in thinking out strategies, planning operations, or calculating tactics. The paper employs the social learning theory to capture the mission, vision, and philosophy of the Academy in producing the ideal police officer for Nigeria. The trendy figurative phrase of ‘the thin blue line’ policing documentary movie is deployed to depict the complex challenges and prospects for the police in society. The paper projects the Police as the force holding back chaos to allow for order and civilisation to thrive; at the same time striving to practice good policing within its enclave. It describes command and leadership acquired by the POLAC cadet-graduates as a necessary tool for wading through the dysfunctional work environment hindering the police and policing in Nigeria. A simulation exercise is specially designed for the POLAC graduating Cadets on how to form a networking platform as preparation for facing the challenges and prospects of a technology-driven world. The presentation summaries key observations for a conclusion, with recommendations and implementation strategies on the way forward.
Communication takes place between at least two persons or more, involving messages delivered, received and reacted to among participants. It is one of the most significant tools in social life and management of organisations. Communication plays a crucial role in organizations by generating and interpreting messages between employees
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. A Paper Presented to Participants of the
NIPSS Strategic Management Course for
Commanding Officers in the Armed Forces,
Police and Paramilitary Organizations (3 – 14
April 2017)
Wednesday, 5 April 2017
3.
4. Prologue
•Strategy implementation has organizational
resource management as pivotal challenge where
planning assumptions face situational realities of
organizations.
•This paper discusses organizational and resource
dimensions as basis for strategic control in strategy
implementation.
•It defines and describes the often neglected but
dynamic, iterative and complex nature of
implementation process in the difficult terrain of
actualizing organizational goals.
5. Some Observations on Literature
and Theory
•Literature in management studies often
under conceptualizes ‘implementation’
as plain ‘execution’ process which is
inadequate in strategic context.
•Theories of strategy accommodate
integrative framework in managerial
decisions and actions.
6. Literature Deficiency and Simulation
•The paper investigates existing literature
deficit and contributes to enhancing the
strategic aptitude of middle and higher
executives or commanding officers in
handling organizational and resource
dimensions in implementation as source for
strategic control.
•A simulation exercise is designed for Course
Participants to practice on the application of
strategy implementation in real world inter-
agency challenges.
7. Captions
•“It is a bad plan that admits of no
modification”
– Publius Syrus (n.d.)
•“Plans are only good intentions
unless they immediately
degenerate into hard work”
– Peter Drucker (n.d.)
9. Background
•The effective realization of any plan or
strategy depends on how available resources
are perceived, harnessed and allocated to
relevant components by the various levels of
organizational leadership.
•Strategy implementation is the realization of
formulated strategies for attainment of set
goals involving all levels of the leadership
cadre.
10. Organizational Strategic Leadership Levels
•Strategic leadership cuts across the top,
middle and lower of strategy for the
purpose of formulation, translation and
execution.
•Decisions and actions usually follow
preliminary strategic thinking and
formulated plan for tasks charged to the
entire leadership cadre or core group of
organizations.
11. Concept and Practice
•Challenges facing organizational leadership in
strategy implementation often hinge on the
concept and practice when the various levels
of organizational leadership think and perform
in different ways.
•These operational dimensions tend to
translate and apply the implementation
process differently therefore affecting entire
organizational resource management.
12. Problem Statement
•SMP and strategy formulation are useless if
not put into use through strategy
implementation.
•Strategy implementation is the critical stage of
a complex cross-functional relationships of
organizational components.
•This paper investigates organizational and
resource dimensions in implementation within
the context of strategy implementation and
control.
13. Points of Focus
To conceptualize strategy implementation and its
various components and functional relationships;
To discuss and correlate organizational and resource
dimensions in strategy implementation and strategic
control;
To establish strategy implementation as pivotal point of
the strategic management process;
To explain the conduct of strategy implementation as
tool for organizational leadership and commanding
officer; and
To draw conclusion and suggest the way forward for
success and survival of organizations.
15. Organization
•An organization is a planned, coordinated,
purposeful and collective action aimed at
common goals and objectives.
•It is an enduring arrangement of elements
whose actions are determined by rules for
fulfillment of tasks through a system of
coordinated division of labour.
•In this wise, all levels of organizational
leadership carry the responsibility for the
running of organizations where they belong.
16. Organizational Leadership
Organizational leadership is the
management staff that provides
inspiration, objectives, operational
oversight and other administrative
services to the organization often seen
in Mission and Vision Statements
(BusinessDictionary.com).
17. Organizational Resource
•The resources available to an organization,
real or perceived, often reflected in
planning or strategy formulation.
•These resources are calculated and
measured according to use and
subsequent outcome of investment.
•For example organizations often capture
their resources at management level
where all dimensions avail for purpose of
planning.
18. Resource Dimension
•Resources are measured and managed
under main categories of human, financial,
technological, environmental and natural
resources.
•In most organizations, these various
resource categories often determine
functional structures.
•For example, organizations are structured
into human resource, finance and works
departments, depending on mission set.
19. Resource Management
•Resource refers to organizational inputs in
terms of human, financial, technological and
natural aspects deployed and manipulated
for the purpose of attaining set goals and
objectives.
•Management is the process of coordinating
efforts of people in the use of other
resources to accomplish goals and
objectives by efficient and effective means.
•Resource management is the efficient and
effective deployment and allocation of
resources when and where they are needed.
20. Organizational Strategy
•Strategy is of great importance to the
organisation.
•It refers to basic directional decisions
on the purposes and missions of the
organisation.
•Organizational Strategy answers the
question “What are the ends we seek
and how should we achieve them?”
21. Strategy Implementation
•Implementation is the process of carrying out,
fulfilling, realization or execution of a task, an
application or a plan.
•Strategy implementation is the second stage task
after strategy formulation, involving the
application or execution of plans through series of
decisions and actions in pursue of set goals or
objectives.
•Brinkschroder (2014) put this task on the
shoulders of organizational leadership, for
communication of mission, allocation of tasks and
resources and coordination of cross-functional
relationships.
23. Challenges of Organizational Dimension
•Challenges of organizational leadership in strategy
implementation often hinge on concept and
practice in which the exercise is performed outside
strategic context (Crosby, 1996).
•Managerial approach to implementation is static
and inadequate due to narrow definition and
‘straight jacket’ methodology.
•An earlier study (Dess, 2006) has established that
consensus on objective or methods and
collaboration across levels of leadership or
management team members positively relates to
organizational performance.
24. Implementation and Performance
•For effective strategy implementation,
organizational leadership should know
which lever to pull and which button to
press in order to improve overall
performance.
•Organizational leadership must possess the
ability to anticipate, envision, maintain
flexibility and empowers others to create
strategic change.
26. Resource Dimension as Critical to
Implementation
•Strategy implementation is “the match an
organization makes between its internal
resources and skills and the opportunities
and risks created by its external
environment” (Grant, 2001, p. 114).
•The resource dimension of organization is
critical to the attainment of set goals or
mission.
•Without resources, there will be no
implementation process
28. Close Control Against Uncertainty
•Strategy implementation involving the
application or execution of plans through
series of decisions and actions requires close
control against uncertainties and
ambiguities in order to arrive at set goals or
objectives.
•The responsibilities of leadership at this
stage include clear and simple
communication of mission, allocation of
tasks and resources, and coordination of
cross-functional relationships.
29. Focus on Long Term Goals
It is easier to focus on
attainment of long term goals in
addition to short term objectives
based on review of performance.
32. Conclusion
The combined philosophy and practice
of strategy implementation and
strategic control tend to uplift, expand
and embolden organizations to venture
into systematic planning and execution.
33. Recommendations
•Organizational leadership at all levels
should aspire to acquire knowledge
and skills as well as expand strategic
faculties.
•Course Participants should cultivate
and absorb the attributes of strategic
thinking and action for strategy
implementation.
35. COURSE EXERCISE NO. 3-2016
Groups of Course Participants are to
prepare Strategy Implementation
Schedule for any Inter-Agency based
Internal Security Operation of their
choice and present to the whole house.
36. Reference
Brinkschroder, N. (2014). Strategy implementation: Key factors, challenges and
solutions. A Presentation at the 4th IBA Bachelor Thesis Conference, November 6th.
University of Twente, Faculty of Management and Governance, Enschede, The
Netherlands.
BusinessDictionary.com http://www.businessdictionary.com/definition/-
organizational-leadership.html
Crosby, B. L. (1996). Organizational dimension to the implementation of policy
change, IPC Monograph, No. 2, September.
Dess, G. G. (2006). Consensus on strategy formulation and organizational
performance: Competitors in a fragmented industry. Strategic Management Journal,
November 8. DOI: 10.1002/smj.4250080305
Drucker, P. (n.d.). BrainyQuote.com. Retrieved April 7, 2016, from BrainyQuote.com
Web site: http://www.brainyquote.com/quotes/quotes/p/peterdruck131070.html
Grant, R. M. (2001). The resourced-base theory of competitive advantage:
Implications for strategy formulation. California Management Review, Spring
Publilius Syrus. (n.d.). BrainyQuote.com. Retrieved April 7, 2016, from
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