CH 9 Strategic Implementation

CH 9 Strategic Implementation - Chapter 9 Strategy...

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Chapter 9: Strategy Implementation Strategy Implementation -  sum total of activities and choices required  for the execution of a strategic plan - It is the process by which objectives,  strategies, and policies are put into action  through the development of programs,  budgets, and procedures. Key Implementation Questions: - Who carries out strategic plan? - What must be done to align the  company’s operation in the new  intended direction? - How is everyone going to work  together to do what is needed? Program Purpose is to make strategy action oriented Matrix of Change - use to examine the likely impact new  programs have on existing organization by  comparing proposed programs with current  programs - offers useful guidelines on where, when, and  how fast to implement changes - new programs and targeted practices are on  vertical axis, current and existing practices are  on the horizontal axis. - steps to creating matrix: 1) compare the new  programs with each other to see if they are  complementary, interfering, or have no effect  on each other 2) examine existing practices for  their interactions with each other to see if they  are complementary, interfering, or have no  effect 3)compare each new program with each  existing program for any interaction effects  4)  Evaluate each program in terms of its relative  importance to achieving the strategy 5)  Examine overall matrix to identify problem 
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areas where proposed programs are likely to  interfere with each other or with existing  practices - help managers decide:  feasibility, sequence  of execution, location, pace & nature of  change & stakeholder evaluation.   Feasibility -  Do the proposed programs constitute a  coherent, stable system? -  Are the current activities coherent and  stable? - Is the transition likely to be difficult? Sequence of Execution -  Where should the change begin? - -How does the sequence affect success? - Are there reasonable stopping points? Location -  Are we b etter off instituting the new  programs at a new site or can we recognize  the existing facilities at a reasonable cost?
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  • Summer '07
  • Degravel
  • Management, new programs, International Division, CURRENT ACTIVITIES, structure Structure MNC

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