Please enable JavaScript.
Coggle requires JavaScript to display documents.
Implementing strategy (Implementing the change (get the employees involved…
Implementing strategy
Implementing the change
change kaleidoscope
features to consider during change: time, scope, preservation, diversity, capability, capacity, readiness, power
McKinsey’s framework
systems, structure, staff, style, skills, superordinate goals and strategy - a change in one impacts of the others
cultural web - strategy implementation may require a change in culture and the web can help assess current culture during stages of training + implementation
-
-
from bottom or top?
-
bottom-up will be more acceptable to the stakeholders mainly employees - but can be slow and will not know what strategy we will end up with (emergent)
strategy for...
-
-
-
- change strategy for the new strategy
-
facing the challenges
is the strategy SAFe?
Feasibility addresses the all important question regarding whether this can be done. Skills + resources accessible?
-
Acceptability considers the views of the many stakeholders. Ryan Air could not Aer Lingus as it was unacceptable to industry regulators.
Suitability addresses whether the proposed strategy will tackle threats and adopt opportunities that the organisation faces. UK reassured Nissan about expansion plans.
-
-
Forcefield analysis - to determine the resisting and supporting forces so that action plans can be made to work with or against these
-
How to assess success?
-
how, what and when will be measured
-
- First challenge is deciding all this
-
-