Chap11and12PP

Chap11and12PP - Strategy Implementation What must we do to...

Info iconThis preview shows pages 1–11. Sign up to view the full content.

View Full Document Right Arrow Icon
1 Strategy Implementation What must we do to put the strategy in place, execute it proficiently, and produce good results? Creating FITS between strategy and external environment and creating FITS inside the organization Control, coordination, and motivation issues
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
2 Building a Capable Organization Allocating Resources Establishing Strategy- Supportive Policies Adopting Best Practices and Continuous Improvement Installing Information and Operating Systems Tying Rewards and Incentives to Strategy Exercising Strategic Leadership Shaping Corporate Culture to Fit Strategy Strategy Implementer’s Action Agenda Figure 10.1: The Eight Components of the Strategy Execution Process
Background image of page 2
MARSHALLING MARSHALLING RESOURCES BEHIND RESOURCES BEHIND THE DRIVE FOR GOOD THE DRIVE FOR GOOD STRATEGY STRATEGY IMPLEMENTATION IMPLEMENTATION
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
4 MARSHALLING RESOURCES BEHIND THE DRIVE FOR MARSHALLING RESOURCES BEHIND THE DRIVE FOR GOOD STRATEGY IMPLEMENTATION GOOD STRATEGY IMPLEMENTATION Resource allocation should fit strategy Changing strategy requires changes to resource allocation process Shifting resources — downsizing some areas, upsizing others, getting rid of activities no longer needed, and funding new strategically critical activities Financial and other resources (physical and human assets) Historical process vs. Zero-based Budgeting
Background image of page 4
INSTITUTING POLICIES AND INSTITUTING POLICIES AND PROCEDURES THAT PROCEDURES THAT FACILITATE STRATEGY FACILITATE STRATEGY EXECUTION EXECUTION
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
6 Fig. 11.1: How Prescribed Policies and Procedures Facilitate Strategy Execution
Background image of page 6
ADOPTING BEST PRACTICES AND ADOPTING BEST PRACTICES AND STRIVING FOR CONTINUOUS STRIVING FOR CONTINUOUS IMPROVEMENT IMPROVEMENT
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
8 ADOPTING BEST PRACTICES AND STRIVING ADOPTING BEST PRACTICES AND STRIVING FOR CONTINUOUS IMPROVEMENT FOR CONTINUOUS IMPROVEMENT Searching out and adopting best practices is integral to effective implementation Benchmarking is the backbone of the process of identifying, studying, and implementing best practices Key tools to promote continuous improvement Business process reengineering TQM Six Sigma quality control
Background image of page 8
9 What Is Total Quality Management? A philosophy of managing a set of business practices that emphasizes Continuous improvement in all phases of operations 100 percent accuracy in performing activities Involvement and empowerment of employees at all levels Team-based work design Benchmarking and Total customer satisfaction
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
10 Six Sigma is a disciplined, statistics-based system aimed at having not more than 3.4 defects per million iterations for any business practice
Background image of page 10
Image of page 11
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 32

Chap11and12PP - Strategy Implementation What must we do to...

This preview shows document pages 1 - 11. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online