Strategic execution process

Implementing Strategies - the step that differentiates between success and inability of proper planning.


To discuss in detail, the strategic implementation process and to understand the management and functional nuances of an effective implementation. The topic spans across vital tools such as annual objectives, organizational structure, reengineering, performance culture and process improvements. The research paper also brings out the problems of implementation, which can be much complex to resolve, and helps it be even more complicated to put into practice the developed strategies. This research also authenticates the actual fact that there surely is a pre-requirement for special set of programs/ initiatives etc to prepare a business towards change - in the terms of people's acceptance into the new execution. (www. csuchico. edu/mgmt/strategy/module/sld044. html)

Literature Review

The strategy management process does not end when the organization decides what technique to pursue. There should be a translation of tactical thought into tactical action. This translation is much easier if the managers and the employees of the company understand the business enterprise, feels as part of the company, focused on the organization's strategic intent.

Implementing a technique affects the organization throughout; it also impacts all the useful/ divisional regions of business. Even the most technically perfect strategy plan will serve little purpose if it's not implemented.

Many organizations tend to spend an inordinate amount of money, time and resources in expanding strategic plans; but lets them wither out once change or doubt creeps in, inability of implementation isn't just a setback but erodes the self-assurance of the firm and brings it back again to worse than the pre-strategic scenarios resulting in management inability and group chaos.

Startegy formulation concepts and tools do not fluctuate greatly between small, large or bigger firms, but the implementation varies significantly among different types and sizes of organizations. As the implementation will impact many aspects of the business like the altering of sales territories, expanding financial finances, changes in the prices model, producing new worker benefits, building cost-control strategies, changing marketing strategies, building on infrastructures for ehnaced products and services, better management information systems, introducing new organization extensive development projects and initiatives. This research newspaper exactly focusses on these aspects and try to elucidate the managerial and functional perspectives in breif details with respect to strategy execution.

Research Methodology

An individual project research covering many corporate and business strategies - internet links, strategic business books, professional management journals, the Harvard Business Review journals and various circumstance studies. Some articles were also used as sources in the Strategy Focused Company written by the Robert Kaplan & David Norton duos. Few were read from various SEM websites, through the search engine Google. It really is more of a desktop established literature research and translating the understanding into research newspaper/ article.

Discussion - Management Perspectives

The transition from formulation to execution requires a change un responsibility from strategists to divisional/ practical managers. Professionals and employees are encouraged more on recognized self-interest than organizational interest, hence it is essential for the very best management to convert these goals in alignment with the personal/ functional goals, so a message is sent across that reaching these small group of goals leads to achieve the excellent ordinate organizational goals. These will let the management concentrate on establishing annual targets and then breaking them right down to functional goals, devising insurance policies and procedures to do something as an over-all guideline for steering the functionalities, accompanied by allocating resources (material, money and men), restructuring and regrouping if essential to align to the need of the organizations' strategy, structured communication programs to reduce level of resistance for change, revising the rewards and the bonuses plans, developing a proper support culture, adapting to synergetic operational and production techniques and developing a highly effective HR function.

Management changes are actually more considerable when strategies to be executed move a firm in a major new route. The professionals should start including in strategy implementation process right from the early phases so as to maintain the determination towards marketing campaign results and transfer the assurance to grass main level so that their associates are also determined to work at the agreed targets - both functional and organizational. Top-down move of communication is vital for developing bottom-up support. Every worker should be able to benchmark his/her attempts against best-in-class opponents so that the challenge becomes personal, on the other palm the firm should provide the best training for both managers and employees to ensure that they need to acquire and maintain skills necessary to be world-class performers.

Strategic management should not become self-perpetuating bureaucratic system. Rather it must be a reflective learning process that familiarizes managers and employers in the organization with key strategic issues and feasible alternatives for resolving those issues. It should never become ritualistic, stilted, orchestrated or too formal, predictable and rigid. Remember to keep carefully the strategic management process simple but effective, jargon-free but content abundant. Words recognized by quantities should be represented as the medium for describing tactical issues and organizational reactions. A key role of strategist is to help in continuous business change and learning that enhances another perspective - production & operations (HR, Learning, Culture and Command aspects as well).

Discussion - Development/ Operations (Learning, HR) Perspective

The development or operations point of view constitute more than 70% of the businesses total daily habit strategy or operational strategy. These constraints can significantly improve the risk of non-attainment of the required objectives because they are again bone of the business enterprise development/ market development focuses of the organization. Creation related decisions on seed size, seed locations, product design, choice of accessories, kind of tooling, size of inventory, inventory control, quality control, cost control, use of requirements, job specialization, employee training, equipment and tool utilizations, transport and packaging and technological innovations can have a dramatic effect on the success or failing of strategy-implementation efforts.

Factors that needs to be studied before locating production facilities include the option of resources, make or outsource decisions, margin of production costings, the location of major marketplaces, political hazards in the area/ region. For high technology companies, production costs might not exactly be as important as creation flexibilities because major product changes can occur more frequently. This also ends up with cross-training of employees in various production platforms leading to:

  • Reduction in substantive assets in training & learning activities.
  • Workers skill level gets cross-pollinated and resulting in higher efficiency.
  • It can decrease the thrust of managers responsibility in training/ and make them focus more towards instruction and mentoring.
  • It reduces time spaces and hence increases on efficiency levels are easily expected.

You have to understand your industry well to build up the connection between process advancements and outputs achieved. Take three divisional types of cycle-time measurement, a typical process strategy.

For much of our protection business, no high quality is gained for early on delivery. As well as the contracts allow for reimbursement of inventory positioning costs. Therefore, tries to reduce inventory or pattern times in this business produce no profit for which the customer is willing to pay. The one benefits from circuit time or inventory lowering occur when decrease in factory-floor complexity causes real reductions in product cost. The outcome performance targets must be actual money savings, not reduced inventory levels or cycle times.

In comparison, significant lead-time reductions could be achieved for our packaging equipment business. This improvement resulted in lower inventory and an option to access yet another 35% of the marketplace. In this case, the cycle-time advancements could be linked with specific focuses on for more sales and market show. It wasn't linear, but result seemed to improve every time we better throughput times.

And in one of our agricultural machinery businesses, requests come within a narrow time home window each year. The current build pattern is much longer than the buying screen, so all products must be built to the sales forecast. This technique of creating to forecast brings about high inventory-more than twice the levels of our other businesses-and regular overstocking and obsolescence of equipment. Incremental reductions in lead time do little to improve the economics of the operation. But if the build cycle time could be reduced to less than the six-week ordering time windows for part or every one of the build schedule, then a breakthrough occurs. The division can switch to a build-to-order agenda and eliminate the excess inventory induced by building to forecasts. In cases like this, the benefit from cycle-time reductions is a step-function that comes only when the circuit time drops below a crucial level.

So here we have three businesses, three different operations, which could have elaborate systems for calculating quality, cost, and time but would feel the impact of improvements in radically various ways. With all the diversity in our business units, mature management really can't have a detailed understanding of the relative impact of your energy and quality improvements on each device. Our senior professionals, however, understand output targets, particularly if they are shown with historical styles and future goals.

The concept of learning group (cultural treatment in strategy) is emphasized here within the changing business design to suit the strategic intent. Learning organizations are characterized by total employee engagement in an activity of collaboratively conducted, collectively responsible change aimed towards shared prices or rules. (Watkins and Marsick 1992: 118). The basic rationale for such organizations is the fact in situations of fast change only the ones that are flexible, adaptive and effective will excel. For this to happen, it is argued, organizations need to 'discover how to touch people's commitment and capacity to learn at all levels'. While everyone have the capability to learn, the structures in which they need to function are often not conducive to representation and engagement. Furthermore, people may lack the tools and guiding ideas to make sense of the situations they face. Organizations that are regularly increasing their capacity to create their future require a fundamental transfer of mind amongst their members.

When you ask people in what it is like being part of any great team, what's most impressive is the meaningfulness of the knowledge. People talk about being part of something larger than them, to be connected, to be generative. It becomes quite clear that, for many, their experiences within truly great clubs stands out as singular intervals of life resided to the fullest. Some spend the rest of these lives researching to recapture that heart. For Peter Senge, real learning gets to the heart and soul of what it is usually to be individual. We become in a position to re-create ourselves. This applies to both individuals and organizations. Thus, for a 'learning business it is not enough to make it through. '"Survival learning" or furthermore often termed "adaptive learning" is important - indeed it is necessary. But also for a learning firm, "adaptive learning" must be signed up with by "generative learning", learning that increases our capacity to create'

The learning organizations need a new view of control. He sees the traditional view of leaders (as special people who placed the way, make key decisions and energize the soldiers as deriving from a deeply individualistic and non-systemic worldview. At its centre the original view of management, 'is based on assumptions of people's powerlessness, their insufficient personal eye-sight and inability to understand the makes of change, deficits which is often remedied only by the few great leaders'. From this traditional view he sets a 'new' view of authority that centers on 'subtler plus more important duties'.

In a learning corporation, leaders are designers, stewards and professors. They are responsible for building organizations were people continuously expand their capabilities to understand complexness, clarify vision, and improve shared mental models - that is they are really responsible for learning. . . . Learning organizations will stay a 'good idea'. . . until people take a are a symbol of building such organizations. Taking this stand is the first management act, the start of inspiring (literally 'to inhale and exhale life into') the eyesight of the training organization, which is also part of the structural intervention, an integral part of organized change or Group Development.


Successful Strategy formulation will not at all guarantee successful strategy execution, although they are sequential in character, but the latter simply means 'the change' actually. It is widely arranged that the true work starts after strategies are designed. It really is sometimes frightening to believe a single individual, a system failing, an activity hiccup or a troubling composition would completely sabotage the success of the strategic implementation and achievement of the agreed goals. So the genuine grounds have to prepare in conditions of managing recruiting and political romantic relationships, creating a strategy supporting conducive local climate/ culture, adapting to the right type of systems, operations and functions.

Depending on the scale and type of the organization other management issues could be evenly important to successful strategic implementation.


  • Dale McConkey, Planning in a Changing Environment, Business Horizons, Sept - October 1988; 66.
  • S. Ghoshal & C. A. Bartlett, Changing the role of management - beyond framework to processes, HBR 73, 1(1995); 88 - 90.
  • www. hbr. org - How important is personal goal alignment in Strategic Objectives, article by Thomas Strickland in 1998 - (White Papers Category).
  • Richard Brown, Outsider CEO: Inspiring changes with drive and grace, USA Today (July 19, 1999): 3B.
  • H. Igor Ansoff, Strategic Management of Technology, Journal of Business Strategy 7, no: 3 (Winter 1987); 38.
  • Jack Duncan, Management (New York Random House, 1983): 381-390.
  • Translating strategies into action, course notes on shared by HBS - Feb 1990.
  • Robert Waterman Jr. How the better get best?, Business Week (September 14th 1987): 104-105.
  • Implementing Strategies: Management & Procedures Concern, Fred R. David, SC University or college, 2006 Prentice Hall Release, 245 - 261.
  • T. Package & A. Kennedy, Culture: A new look through the old lens, Journal of Applied Behavioral Sciences 19, no:4 (1983), 498 - 504.
  • Peter Senge on Learning Organizations in the American Management Journal, (Senge 1990: 340)
  • Harris Dawn, Constance E. Helfat and Paul J Wolfson - the pipeline to the top, the Academy of Management Perspectives 20, No: 4 (2006); 42.
  • James C Wimbush, Limelight on RECRUITING Management, Business Horizon 49, No: 6 (Nov-Dec 2006); 433
  • Robert Simons, Control in age Empowerment, Harvard Business Review (March-April 1995); 80.
  • Readings from Strategic Management by Charles W. L. Hill & Gareth R. Jones, 4th Reprinted 2000 Millennium Release.
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