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Strategic implementation and change management, Link Title - Coggle Diagram
Strategic implementation and change management
Implementation and the Strategic Process
Definition
It involves system-wide actions by firm members to achieve strategic goals.
It's the action-oriented phase where formulated strategies are put into practice.
Importance
Understanding strengths, weaknesses, opportunities, and threats (SWOT) is crucial.
Successful implementation relies on thorough internal and external environmental analysis.
Implementation Gap
Many organizations struggle with implementation, even with sound strategies.
Changing organizational structures and cultures is often more challenging than formulating strategies.
Increased Attention to Implementation
Aspects of Strategic Implementation
Resources
Allocating financial, human, physical, and intellectual resources effectively.
Aligning all parts of the organization towards a common vision.
Configuration
Adapting the organization's culture and structure to support the strategy.
Ensuring a "strategic fit" between the strategy and the organizational setup.
Change
Managing and leading the changes that arise from implementing the strategy.
Considering the type of change and how to manage it effectively.
Dissemination and Coordination
Effectively communicating the strategy throughout the organization.
Measuring success and making necessary adjustments.
Coordinating implementation across different departments and units.
Relation to Strategic Analysis and Selection
Implementation in THE Contexts
THE sectors have specific characteristics that influence strategic implementation.
These characteristics affect resource allocation, organizational configuration, and change management.
Managers must consider these characteristics when implementing strategies.
Implementation: Configuration of Culture and Structure
Cultural Suitability
Assessing whether the organizational culture supports the strategy.
Miles and Snow's typology
Defender: Stable markets.
Prospector: New opportunities.
Analyzer: Balance of stability and change.
Reactor: Lacks strategic focus.
Organizational Structure:
Designing the "shape" of the organization to support the strategy.
Key design issues
Division of labor.
Source of authority.
Relationships.
Structure is defined by
Height: Number of layers (tall vs. flat).
Width: Centralization vs. decentralization.
Complexity: Formal hierarchy vs. flexibility.
Division: Functional, geographic, product, customer, holding company.
Culture and structure are interconnected and influence each other.
Implementation: Resources
Key Resource Inputs:
Human resources (employees).
Intellectual resources (intangibles like databases, brand recognition).
Financial resources (capital).
Physical resources (land, buildings, equipment).
Resource Planning
Matching strategy with resources
Minor adjustments for less ambitious strategies.
Increasing resources for growth strategies
Reducing resources for decline management.
Resource audits are vital to check sufficiency, adequacy and availability of resources.
Resource Development and Control:
Financial planning (capital budgeting).
Human resource planning (staffing, training).
Physical resource planning (land, buildings, equipment).
Intellectual resource planning (databases, legal rights, etc)
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