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Strategic Implementation for T.H.E - Coggle Diagram
Strategic Implementation for T.H.E
Definition
Is the system wide action taken by firm members aimed at accomplishing formulated strategies
Given its importance in the successful delivery of outcomes, the strategic implementation phases has starred to attract more attention in recent years
Aspect of strategic implementation
Resources - the key inputs
Four broads categories
Physical resources
Are more easily obtained than others. Most equipment is relatively easily obtained, unless the requirement is very specialized
Financial resources
Capital budgeting concerns projecting the capital needs of a strategy
Human resources
Training, Retraining or staff development
Appointing new employees
Intellectual or 'Intangible' resources
Resource planning
Some strategies require few changes in the resource base
They may require a slight increase in financing to fund modest expansion or the recruitment of restraining of some human resources
Some strategies require an increase in the resource base in order to facilitate a more substantial programme of growth.
Usually entails two things: an internal reallocation of resources and the purchasing of fresh resource inputs from external suppliers
Some strategies involve a reduction in the resource base in order to successfully manage decline
are audited for
Sufficiency
Adequacy
Availability
Configuration of culture and structure
Cultural sustainability
Miles and Snow's typology and cultural postures
Defender
Prospector
Analyser
Reactor
Structure
Refers to the shape of an organization
Structures' height refers to the number of layers that exist within the structure
Structures' width refers to the extent the organization is centralized or decentralized
Methods of divisionalization
Five common methods
Functional Specialism
Geographic Concentration
Product Specialism
Customer Focus
Holding company
Managing and leading changes
The need for change
Can be viewed in 4 dimensions
Continuous or discontinuous
Incremental or transformational
Proactive or reactive
Broad or narrow in its scope
Inertia
Is a term borrowed from Physics
Refers to the force that needs to be exerted on a body to overcome its state in relation to its motion
Kurt Lewin's three step model
Unfreezing ̣- Mobilization to change
Moving - movement to a new level
Refreezing - sustaining change
A methodology for communicating, coordinating and measuring strategic implementation
The Balanced Scoreboard
Has a high degree of visibility and can easily be understood
Can be easily and consistently communicated to staff and other stakeholders
Offers a high level of consistency in its approach
Can be cascaded to all parts of the organization
Produced tangible and measureable outcomes
In practice
Includes 4 components
A financial perspective
An internal business perspective
A customer perspective
An innovation and learning perspective
3 key potential difficulties
Mistaking data for usable information
Failing to establish causal linkages between scoreboard components
Failing to get the support of employees for the management system