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Strategy Execution (Chapter 10) (Action Agenda for Executing Strategy…
Strategy Execution (Chapter 10)
Key Features
Team Effort
All managers exercise the executing responsibility
Active participation of all employees
Action Agenda for Executing Strategy
Staff the Organization with managers
Build the necessary organizational capabilities
Strategy-supportive organizational structure
Sufficient resource allocation
Institute policies and procedures
Adopt best practices
Install information and good operating systems
Corporate culture
Rewards and Incentives
Exercise the internal leadership
Three Actions for building good strategy
Acquiring, Developing and strengthening key resources and capabilities
Structure the Organization and work effort
Staffing the Organization
Staffing the Organization
Putting together a stong management team
Recruiting, Training, and retaining capable employees
Building and Strengthening capabilities
Acquiring Capabilities through M & A
When market opportunity goes faster than the needed capability that can be created internally
When Industry conditions, technology or competition are moving such rapid clip
Developing capabilities internally
Capability of speeding new products to market involves the collaborative events of personnel in R & D, design, purchasing, production,marketing and distribution
Acquiring capabilities through Collaborative Partnerships
Collaborate with a firm that has complementary resources and capabilities in a joint venture, strategic alliance, or other type of partnership established
Engage in a collaborative partnership for the purpose of learning and internalizing
Outsource the function requiring the capabilities to a key supplier or another provider
Matching Organizational Structure to the strategy
Deciding value chain activities to perform internally or to outsource
Add Company's arsenal of capabilities and contribute to better strategy execution
Reduce Internal bureaucracies, flatten the organizational structure
Can outclass rivals in performing critical activities
Align the Structure along with the strategy
Functional Structure
Organized into functional departments who report to CEO and small corporate staff
Multi-divisional Structure
Set of Operating divisions organized along business, product, customer, group or geographic lines and central headquarters allocate resources
Simple Structure
Central executive handles all major decisions and oversees all operations with the help of small staff
Matrix Structure
combines two or more organizational forms with multi reporting relationships