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Others can successfully create a vision early on inthe process and continue from there. Where it is created in the process should not really matter nor affect the organization as long as important issues are addressed when they arise and are dealt with in order to move on. Developing an Effective Implementation ProcessAn organization must think strategically about implementation and developing an effective implementation plan in order to be successful. Implementation plans should be made
up of building capacity for continued implementation, goal attainment, and successful learning and correction based on said learning (Bryson, pp. 64). There are certain action plans that are imperative for successful implementation. Bryson details these plans as follows:• Implementation roles and responsibilities of oversight bodies,organizational teams or task forces, and individuals• Expected results and specific objectives, requirements, andmilestones• Specific action steps and relevant details• Schedules• Resource requirements and sources• A communication process• Review, monitoring, and mid - course correction procedures to buildin capacity for ongoing learning• Accountability procedures (Bryson, pp. 65).Reassessing Strategies and the Strategic Planning ProcessEven though strategies have been in place for some time at this point, it is always important to review the strategies. The strategic process is an ongoing process, sort of like the circle of life. Once one process has been developed, issues worked through, and implemented, it rolls right into another process that was sparked by the previous one and it starts all over again. It is very important at this step for the organization to look back on lessons learned and focus attention on the strategies that were successful and determine if they should be maintained,
replaced, or terminated. ConclusionThe strategic change cycle is a generic outline that any organization can use to tailor to itsspecific needs. Bryson states, “The most important thing about the SCC is that it sets up a way of thinking about the logic and requirements of a successful strategy change process. In general, the requirements typically flow from the end of the process toward the beginning and especially the initial agreement — meaning that what is required at the end should affect what you do at thebeginning (Bryson, pp. 67).
References:Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations : A guide to strengthening and sustaining organizational achievement. Retrieved from pp. 41-66.