...Desired? Long Term Objectives Generic & Grand Strategies Short Term Objectives Functional Tactics Policies Organizational Structure, Leadership and Culture Strategic Control and Innovation IMPLEMENTATION OF STRATEGY TOPIC: STRATEGY IMPLEMENTATION WAMBUGU JOHN KAMAU STRATEGY IMPLEMENTATION THROUGH SHORT-TERM OBJECTIVES, FUNCTIONAL TACTICS, REWARD SYSTEMS, AND EMPLOYEE EMPOWERMENT Introduction Strategy implementation is the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. Steps in Implementing the Firms Strategies Managers shift focus from strategy formulation to implementation successfully by doing the following right: * Identify short-term objectives: * Initiate specific functional tactics. * Outsourcing nonessential functions * Communicate policies that empower people in the organization. * Design effective rewards. How are Short-Term objectives used in Strategy Implementation? Short-term objectives are measurable outcomes achievable in one year or less. Short-term objectives provide much more specific guidance for what is to be done, a clear delineation of impending actions needed, which help translate vision into action. Short-term objectives are usually accompanied by action plans. Action plans enhance these objectives in three ways. * Specificity:...
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...STRATEGIC LEADERSHIP Managers provide leadership to an organisation. Organisational leaders influence the behaviour of subordinates so that they willingly and enthusiastically work towards the achievement of organisational objectives. Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives. Strategic leadership is the ability to lead an organisation towards the achievement of its objectives. The tasks involved in exercising strategic leadership are typically to anticipate, envision, maintain flexibility and empower others to create strategic change as and when necessary. Strategic leaders are the lynchpin in the strategic management process. Among the strategic leaders, we have managers operating at different levels of an organisation: corporate-level, business-level, functional-level and operational-level. • Corporate-level managers include the chief executive officer (CEO), senior executives and the corporate staff. The corporate-level managers manage the strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders...
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...The Importance Of Corporate Ethics and Values: Building a Sustainable Strategy Model for Effective Implementation of Good Corporate Governance within a State-Owned Enterprise in South Africa. A Research Study Presented to the Graduate school of Business Leadership University of South Africa In Fulfillment of the Requirements for the MASTERS DEGREE IN BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA Prepared by Lazarus Docter Mokoena (called Bonga) [Student No: 0555-418-7] Tel: 011-217 1187 (Work); 011-679 5486 (Home) Cell: 082 466 6896 SUPERVISOR: PROFESSOR M.H. CROSBIE FINAL RESEARCH REPORT November 2005 TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................. 4 CHAPTER 1 ............................................................................................... 8 1. 1.1 1.2 1.3 1.4 1.5 1.6 INTRODUCTION................................................................................. 8 ESKOM’s COMPANY BACKGROUND ................................................ 8 ESKOM’s BUSINESS CONDUCT POLICY .......................................10 PURPOSE OF THE RESEARCH .......................................................12 PROBLEM STATEMENT .................................................................14 IMPORTANCE AND BENEFITS OF STUDY .....................................17 RESEARCH PROPOSITIONS AND HYPOTHESIS ...........................18 1.6.1 Propositions ...................................
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...Applying trompenaars typology of organizational culture to implementation of csr strategy 1. Introduction Nowadays many authors declare Corporate Social Responsibility (CSR) in strategic terms as it is no longer seen as the invention of some social activist but important source of competitive advantage. However various researchers still struggle to figure out what shape and utility should the tools of CSR have and what implementation model could be the best to fulfill the business objectives. The study aims to demonstrate whether Trompenaars bipolar model of organizational culture could prove useful while implementing CSR strategy and to propose some good practice in this case. 2. Theoretical framework Culture A lot has changed in world of management since 80s and many leaders tend to ask a question whether corporate culture is still important. However high interest in that area seems to be a sufficient prove that it still is. According to a recent survey by management consultancy Bain & Company, 9 of 10 senior executives believe that corporate culture is as important as strategy for business - - - - - Electronic PDF security powered by www.IndexCopernicus.com 114 Adrian Pyszka, Michał Piłat success1. Corporate culture is described as general constellation of beliefs, mores, customs, value systems and behaviors that are unique for each corporation (Tunstall, 1983). By Schein (199) organization culture is the pattern of basic assumptions that a given...
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...Chapter 3 Strategy Implementation This part of the course examines what is often called the action phase of the strategic management process: implementation of the chosen strategy. Up to this point, three major phases have been covered: strategy formulation, analysis of alternative strategies, and strategic choice. Even after grand and business strategies are determined and long term objectives are set, the strategic management is far from complete. While these phases are important, they alone cannot ensure success. The strategy must be translated into concrete action, and that action must be carefully implemented. Otherwise, accomplishment is left alone to chance. The tasks of operationalzing, institutionalizing and controlling the strategy still remain. These tasks signal a critical new phase in the strategic management process: translating strategic thought into strategic action. This chapter discusses key aspects of the implementation phase of the strategic management. 3.1. Operationalizing the Strategy: Annual Objectives, Functional Objectives, and Business Policies Shifting from formulation to implementation gives rise to three interrelated concerns. These are the three interrelated stages of successful strategy implementation. 1. Identification of measurable, mutually determined annual objectives. 2. Development of specific functional strategies. 3. Development and communication of concise policies to guide decisions. Annual objectives guide...
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...CORPORATE SOCIAL RESPONSIBILITY Social Responsibility Definition and Motivation Corporate Social Responsibility (CRS) can still be a controversial topic. CRS is a commitment made by a corporation to develop and adhere to policies that are socially responsible in areas of work, community welfare, ecology, human rights, and family life. Today’s businesses realize an ingredient in being successful is through respect and confidence of their customers. A company can obtain respect and confidence through being socially responsible. Through social responsibility corporations manage their business processes to produce a positive impact on society. The growth of easing problems in society such as; child abuse, hunger in America, homelessness, gun violence, and equality in human rights has grown. Corporations can gain loyal customers through corporate social responsibility and giving back to society and the communities that they serve. Commitment of the company can be defined by its employees, the company’s treatment of the environment and community in which it is located. Today’s society is concerned with the global environment which puts pressure on today’s businesses to participate in being socially responsible. When a company or corporation does not contribute to the society that they serve and/or not environmentally conscientious, that company or corporation may experience loss of product loyalty and possible consumer boycotts. In today’s business world nationally...
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...Approach…………………………………………….7 3. Discussion…………………………………………………………7 4.8 Cultural Approach…………………………………………...7 4.9 Critical Approach…………………………………………….9 4. Conclusion..……………………………………………………….11 5. Recommendations and Implementation……………………….11 ------------------------------------------------- Tables and References………………………………………………12 ------------------------------------------------- List of tables and graphs Table 1: Operational Structure Table 2: Executive Structure Table 3: Corporate Governance Structure Table 4: Staff by age and gender Executive Summary The Northern Territory Government (NTG) consists of 22 agencies. It is responsible for a wide range of functions, including but not limited to budgeting, finance, housing, taxation, etc. Department of Business and Employment (DBE) is one of the agencies under the NTG. Its main responsibilities are to deliver corporate shared services, defence support, employment, and business and industry development services. This business report aims to analyse and understand the culture and the structure and sources of power within an organisation, which DBE is the concentration. The first part of this report is the application of the prescriptive views of culture to DBE using Deal and Kennedy’s “Strong...
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... Table of Contents Table of Contents 3 EXECUTIVE SUMMARY 4 1. INTRODUCTION 5 2. EVALUATION OF FACTORS IMPACTING EFFECTIVE IMPLEMENTATION OF CHANGE 5 3. CRITICAL EVALUATION OF CHANGE MANAGEMENT MODELS 8 4. CHANGE MODEL TO USE FOR ORGANISATION 10 5. CONCLUSION AND RECOMMENDATIONS 12 REFERENCES 13 EXECUTIVE SUMMARY The management of change in organisations is important in order to be able to implement change effectively. There are different change management models that can be utilised in implementing change in organisations with the different models having their advantages and disadvantages. Examples are Kotter's eight-step model and the CIPD's stress management model. The recommendations for M&S in Durham to improve the performance of the stores are as follows: Follow the 8-step Kotter model as the framework for change implementation. Involve the employees in the discussion of the changes and define the timing of the process pre- and post-implementation. Communicate to the wider employee group the approach being taken and the involvement of selected employees in the change management. These key recommendations are designed to support an effective implementation of change management. 1. INTRODUCTION This report provides an understanding of the factors impacting effective implementation of change. Marks and Spencer is undergoing a change in one of its stores and this report presents various change models and the appropriate...
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...of the strategic process (Mansfield, Fourie & Gevers, 2005). Strategic Architecture The strategic architecture emphasizes the extension and inclusion of the long-term objectives, strategic formation, and the implementation process. These components create the overall direction and success for a corporation (Mansfield, Fourie & Gevers, 2005). Strategic Architecture strives to choreograph a movement between change and stability. Architecture strategy translates business strategy into objectives for building and enhancing business capabilities together to accomplish the implementation puzzle. Development of an effective strategic architecture in an organization increases the probability of developing better strategy solutions and achieving better organization performance. Hamel and Prahalad (1990) developed their explanation of strategic architecture as (O’Shannassy & Hunter, 2009): “Consistency of resource allocation and the development of an administrative infrastructure appropriate to it that breathes life into a strategic architecture and creates a managerial culture, teamwork, a capacity to change, and a willingness to share resources, to protect proprietary skills and to think long term.” Business strategy is a continual process, and strategy implementation must be responsive to this continual change in direction. Architecture must provide the foundation for flexibility and evolution. At the same time, however, the architecture must provide points of stability. It...
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...PROGRAM GLOBAL STRATEGY AND LEADERSHIP STUDENT SUPPORT SLIDES Semester 1, 2016 MODULE 1 AN INTRODUCTION TO STRATEGY AND LEADERSHIP NEED TO MEET MODULE OBJECTIVES • • • • • • • • Explain the development of the evolution of strategy Outline the ethical responsibilities and challenges that leaders of organisations are confronted by Discuss the different approaches to strategy, and how they differ from one another Identify the strategy process and describe the purpose of each step Explain the concepts of strategic thinking and analysis Describe the various levels of strategy and the links between them Explain the drivers, challenges and benefits of globalisation Discuss the role of the accountant in the strategy process PRACTICE • • • Have you completed the questions in the Study Guide? Have you completed the Learning Examples in the Student Notes? Have you completed the knowledge check questions from this module? Key revision areas: • The different approaches to strategy: rational, processual, evolutionary, systemic • The levels of corporate strategy and the scope/content of each • The drivers, challenges and benefits of globalisation • Evolution of corporate strategy as a concept – Porter, Mintzberg • Operational effectiveness v. strategic positioning • Developing the strategy – see Focus slide • Ethics in leadership: classical and socioeconomic views Strategy and leadership Approaches ...
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...ORGANIZATIONAL CULTURE AND WAL-MART SUCCESS Introduction The paper analyzes the corporate culture of Wal-Mart in the context of its establishment by its owners as well as its future changes due to operational needs (e.g. outsourcing marketing to external people). The structure can be somewhat futuristic that will serve as a guide for companies that have adopted or will change their corporate culture. The paper contains overview of Wal-Mart’s culture and related organizational culture theories while the latter part analyzes Enron scandal and Standard/ relating them to cultural issues related to Wal-Mart. There is a conclusion to elaborate on findings and implicate results to current issues confronting Wal-Mart. Overview of Wal-Mart Generally, the culture of Wal-Mart is engraved in treating other people as one wants to treat itself. This reflects how they create relationships with customers, associates and suppliers with an initiative to provide excellence to show their competence and upper hand from industry players. The company’s official website has a dedicated icon that explains their culture. Opening remarks before detailing them comes from the CEO who presents financial and operational performance of the firm. Such design is strategic in order for website visitors and people to know that they have an effective corporate culture which results in positive outcome for the company and its customers and business partners. There...
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...MODULE 6 – LEADING AND IMPLEMENTING STRATEGY Identify & discuss the key challenges that confront the strategy implementation process * It needs a supportive environment & has pressures of changing external environment. * Reasons for failure or under-achievement: * Transforming strategic thinking into action * Implementation treated as an add-on & a lower-level employee task. * Strategy achieved best when those in charge of implementation also involved in strategic analysis & formulation process from the start. * Managers who implement are usually too busy with everyday running of operations to become involved in planning process or may be excluded. * Failing the 3Cs of communication, commitment & coordination * Poor communication & lack of commitment & inability to manage change effectively. Poor or vague strategy. Lack of buy-in & ownership from key manager & employees. * Lack of coordination or alignment between an organisation’s strategy & its functional units, processes & systems. * Lack of a model, inadequate information sharing, unclear lines of responsibility & accountability, unsupportive power structure. * Paralysis by analysis * Too much focus on analysis & formulation, relaxing on way resources are allocated & way in which operational decisions are made. Leaders trained to formulate not implement. * Important...
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...OVERVIEW 3 3. PROBLEM IDENTIFICATION 5 4. SOLUTION 6 4.1. Establish Strategic Transformation Programme Office (Step 1) 9 4.1.1. Leadership Responsibilities 9 4.1.2. Authority, Responsibility and Accountability System 10 4.1.3. Reporting Structures and Communications 12 4.1.4. Strategic Transformation and Change Roles and Responsibilities 12 4.2. Strategic Analysis (Step 2) 13 4.2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management Process 8 Table 3: Differences between Vision and Mission 14 Table...
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...Organisational Design 8 5.3 Shaping the organisational programme 8 6. STRATEGIC ANALYSIS 10 6.1 Analysis 10 6.1.1 Core competencies 10 6.1.2 Organisational behaviour study 10 6.1.3 Organisational Vision and Mission 11 6.1.4 Balanced Scorecard based strategy implementation 11 6.1.5 Balanced Scorecard value creation perspectives: 12 6.1.6 Building a strategy map 13 6.1.7 Implementing a Balanced Scorecard Programme Management learning organisation structure 14 7. STRATEGIC DEVELOPMENT 15 7.1 SWOT analysis 15 7.2 PESTEL analysis 15 7.3 GAP analysis 16 8. STRATEGY IMPLEMENTATION 16 8.1 Creation of a strategy plan 16 8.2 Strategic Transformation Project Implementation Route 2 (Project route) 17 9. MANAGING ORGANISATIONAL CHANGE 17 10. INNOVATIVE CONTINUOUS IMPROVEMENT PROGRAME 18 11. REFERENCES 20 1. EXECUTIVE SUMMARY: Levis Strauss has been one of the world’s most successful brands in the fashion industry but is now subject to a falling market share and is no longer meeting the demands of its external environment. Levis leadership is ineffective and the approach taken to resolve its problems is futile, capital intensive and does not produce any results. The organisation will have to embark on a radical change strategy to remain profitable in its market. The content of this report outlines the strengths and weaknesses of the organisation against its current organisational structure and provides the necessary steps to bring about change which creates a modern,innovative...
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...Chapter 11 bankruptcy in July 2002. With 65 successful acquisitions, including 11 major companies between 1991 and 1997, WorldCom’s accumulated debts reached $41 billion with assets of $107 billion (Beltran, 2002). WorldCom operated the largest Internet network at the time and employed 60,000 people in 65 countries. The downfall of the colossal giant devastated many shareholders and stakeholders both internal and external. Many believe this collapse inevitable given the factors of the company’s poorly planned growth strategy, unethical behavior, and poor corporate governance. Organizational Structure and Growth Strategy Revenue growth by acquisition laid the foundation for WorldCom’s corporate strategy. Although this strategy propelled WorldCom to the forefront of the telecommunications industry by consolidation, it left the management and leadership unprepared for the challenges of merging corporate cultures. Integrating two very different business leadership styles into a smoothly functioning business requires thoughtful planning and considerable attention. Without a carefully planned transition, the acquisition process potentially decreases the value of the firm for shareholders and stakeholders. Unfortunately, this happened with WorldCom and proved detrimental to the future of the organization. As organizations merge, senior management must participate from the top down. WorldCom’s Chief Executive Officer (CEO), Bernie Ebbers, appeared...
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