Please enable JavaScript.
Coggle requires JavaScript to display documents.
Strategic Implementation by Duyen-Tho Nguyen (The 7S-framework (Structure…
Strategic Implementation
by Duyen-Tho Nguyen
Overview
Overview
follow from the strategic analysis and strategic options development
a vital and ongoing process
Designing and developing detail implementation plans and project briefs
translate the strategic plan into implementation and performance management;
outline responsibility for implementing and controlling action plans, allocate resource through budgeting;
Establish links bwt strategic plan initiatives, KPM, KIM and reward system
The 7S-framework
Structure:
org design must balance bwt stable and ability to change
Skills:
capabilities of the organisation combined from abilities and knowledge of individuals in the organisation
Staff:
teams become popular and team leaders are important;
new strategy might require culture changes;
will be difficult to change if the culture is resistant to change
System:
management of info and knowledge
foundation for securing and maintaining strategic capability
distinct service and achieve competiteve advantage
timely feedback
Style:
management and leadership style
Shared values:
The things that most people within an organisation hold as being important
Strategy
overall plan that guides the organisation in setting its direction and approach for competing the market place
Successful Strategy Implemenation
Supported by:
governance and decision making
time-phased and adequate resource taticall actions
realistic and achievable initiatives and projects
clearly-defined initiatives
centrally managed
ideas and inputs from staff are appreciated
Project and program management
Change management:
ensure the organisation and its ppl transition
about effective leading and managing individuals, team and organisation to adopt change
Challenges
Transforming strategic thinking into action:
take part in from analysis, formulation process to implementation.
Resistance:
group inerita; strategic inertia, limited focus; power relationship; habit and security; economics factor; selective information processing.
Managing politics:
politics include ppl' behavior/ actions carried out to advance their own status, power in an organisation
Paralysis by analysis:
focus too much on analysis not on implementation
Environmental uncertainty:
addressing the increasing complex environment
Monitoring implementation and performance
Performance measurement:
a critical component; effective management requires:
understand of strategic goals and strategic options;
express these goals in practical and measureable terms;
understand current position in relation to goals;
appreciate the resource implication
goals are well communicated
Reward system:
fit bwt an organisation's strategy and its reward system
used creatively and linked tightly to execution of strategy
get employees buy into and commit
correct KPI is critical for strategy implementation
Future challenges
Changes to nature of organisation
Competive landscape
Digital disruption
Continual technological dev