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STRATEGY IMPLEMENTATION - Coggle Diagram
STRATEGY
IMPLEMENTATION
6.1 DESIGNING AND DEVELOPING
IMPLEMENTATION PLANS
6.2 THE 7-S FRAMEWORK
Strategy
Systems
Style
Shared Values
Skills
STRUCTURE
Components of Structure
Drivers of Structure
Principles of Organisational Designs
Centralisation Versus Decentralisation
Mechanistic Versus Organic Systems
Staff
Managing Teams
Managing Culture
Developing a Strategy-Supportive Culture
Managing Across Cultures
6.3 CHANGE MANAGEMENT
KEY COMPONENTS OF CHANGE MANAGEMENT
Change Strategy
Business Impact Assessment
Change Readiness Assessment
Stakeholder Management
Communication
A STRUCTURED APPROACH TO MANAGING CHANGE
Kotter’s Eight-Step Process for Change
IMPACT OF CHANGE ON AN ORGANISATION
6.4 USING PROJECTS TO MANAGE
STRATEGIC INITIATIVES
PROJECT AND PROGRAM MANAGEMENT
Virtual Teams
6.5 MONITORING IMPLEMENTATION,
PERFORMANCE AND THE EXTERNAL ENVIRONMENT
PERFORMANCE MEASUREMENT
The Balanced Scorecard
ONGOING MONITORING OF THE ENVIRONMENT
REWARD SYSTEMS
6.6 FURTHER IMPLICATIONS FOR LEADERSHIP
AND MANAGEMENT
COMMON PITFALLS IN STRATEGY IMPLEMENTATION
Transforming Strategic Thinking into Action
Paralysis by Analysis
Resistance
Managing the Politics of Strategy Implementation
Politics and Power Defined
The Role of Managers in Dealing With Politics
Environmental Uncertainty
THE ROLE OF CPAs IN STRATEGY IMPLEMENTATION
CPAs and Strategy
CPAs and Leadership
CPAs and Managing the Performance of the Organisation
A FINAL POINT