Strategic Management

1
Strategic Management

• Macmillan and Tampoe
• OUP

2
Implementing Strategy

• Chapter 16
• Realizing Strategic Intent

3
Importance of Strategy Implementation

• Approximately 70 of chief executives lose their
  jobs due to bad execution of good strategy
  (charan Colvin 1999)
• 80 of directors believe they have good
  strategies only 14 believe they implement them
  well (Quest WW survey)

4
Scope of strategy implementation

• Changes to systems and processes
• Changes to the culture of the organisation
• Changes to organizational structure form
• High quality programme and project management
• High calibre of change and organizational
  leadership

5
Fig 16.2 Strategy Implementation Process
Transformed Enterprise
6
Characteristics of Change Leader (1)

• Confidence builder
• Multi-faceted
• Motivator
• Trustworthy
• Outer-focused
• Performance orientated
• Politically astute

7
Characteristics of Change Leader (2)

• Persistent and determined
• Quick-witted
• Convincing
• Creative
• Self-motivated
• (taken from pages 202 204)

8
Focus of Change Leader Efforts

• Members of staff, particularly those who are
  likely to feel most vulnerable
• Customers and suppliers
• Public and organizations who are peripherally
  involved
• Distributors
• Change receivers those who have to make the
  changes real

9
Participants in the change process

• Change initiators
• Change sponsors
• Change leaders
• Change managers
• Change implementers
• Review and consolidation team
• Change receivers
• Change supporters