Download Full PowerPoint Slide Click Here
S 1:Building an Organization Capable of Good Strategy Execution
S 2:Executing the Strategy:
S 3:Goals of the Strategy Implementing-Executing Process
S 4:Fig. 11.1: The Eight Components of the Strategy Execution Process
S 5:What Top Executives Have to Do in Leading the Implementation Process
S 6:Fig. 11.2: The Three Components of Building an Organization Capable of Proficient Strategy Execution
S 7:Three-Stage Process of Developing Competencies and Capabilities:
S 8:Fig. 11.3: Structuring the Work Effort to Promote Successful Strategy Execution
S 9: Step 1:Decide Which Value Chain Activities to Perform Internally and Which to Outsource:
S 10: Step 2:Make Strategy-Critical Activities the Main Building Blocks
S 11:Step 3:Determine How Much Authority to Delegate to Whom
S 12:Advantages and Disadvantages of Centralized versus Decentralized Decision Making
S 13:Step 4:Provide for Internal Cross-Unit Coordination
S 14:Step 5:Provide for Collaboration With Outsiders
S 15:Current Organizational Trends
S 16:Organizational Structures of the Future: Overall Themes
S 1:Building an Organization Capable of Good Strategy Execution
S 2:Executing the Strategy:
An action-oriented,
make-things happen task
involving management’s ability to
Direct organizational change
Achieve continuous improvement in
operations and business processes
operations and business processes
Move toward operating excellence
Create and nurture a
strategy-supportive culture
strategy-supportive culture
Consistently meet or beat performance targets
Tougher and more time-consuming than crafting strategy
S 3:Goals of the Strategy Implementing-Executing Process
Unite total organization behind strategy
See
that activities are done in a manner that is
conducive to first-rate strategy execution
Generate commitment so an
enthusiastic
crusade emerges to carry out strategy
crusade emerges to carry out strategy
Fit how organization conducts its
operations to strategy requirements
operations to strategy requirements
S 4:Fig. 11.1: The Eight Components of the Strategy Execution Process
S 5:What Top Executives Have to Do in Leading the Implementation Process
Communicate the case for change
Build consensus on how to proceed
Arouse enthusiasm for the strategy to
turn implementation process into a company wide crusade
Empower subordinates to keep
process moving
Establish measures of progress and
deadlines
Reward those who
achieve
implementation milestones
implementation milestones
Direct resources to the right places
Personally lead strategic change
process
and the drive for operating excellence
and the drive for operating excellence
S 6:Fig. 11.2: The Three Components of Building an Organization Capable of Proficient Strategy Execution
S 7:Three-Stage Process of Developing Competencies and Capabilities:
1. Develop ability to do something
2. As experience builds,
ability can translate into a
competence or capability
ability can translate into a
competence or capability
3. If ability continues to be polished and refined, it can become a distinctive
competence,
providing a path to
competitive advantage!
competitive advantage!
S 8:Fig. 11.3: Structuring the Work Effort to Promote Successful Strategy Execution
S 9: Step 1:Decide Which Value Chain Activities to Perform Internally and Which to Outsource:
Involves deciding which activities are
essential to strategic success
essential to strategic success
Most strategies entail certain crucial business
processes or activities that must be performed exceedingly well or in closely
coordinated fashion if the strategy is
to be executed with real proficiency
to be executed with real proficiency
These processes/activities usually
need to be performed internally
need to be performed internally
Other activities, such as routine
administrative housekeeping and
some support functions, may be
candidates for outsourcing
administrative housekeeping and
some support functions, may be
candidates for outsourcing
S 10: Step 2:Make Strategy-Critical Activities the Main Building Blocks
Assign managers of strategy-critical activities a visible,
influential position
Avoid fragmenting responsibility for strategy-critical
activities across many departments
Provide coordinating linkages
between related work groups
between related work groups
Meld into a valuable
competitive capability
competitive capability
Assign managers key
roles
Primary activities | Support functions
Strategic relation-ships | Coordi-nation | Valuable capability
S 11:Step 3:Determine How Much Authority to Delegate to Whom
In a centralized structure
Top managers retain authority
for most decisions
for most decisions
In a decentralized
structure
Managers and employees are
empowered to make decisions
empowered to make decisions
Trend in most companies
Shift from authoritarian to
decentralized
structures stressing empowerment
structures stressing empowerment
S 12:Advantages and Disadvantages of Centralized versus Decentralized Decision Making
S 13:Step 4:Provide for Internal Cross-Unit Coordination
Classic method of coordinating activities – Have related units report to single manager
Upper-level managers have clout to
coordinate efforts of their units
coordinate efforts of their units
Support activities should be
woven into structure to
woven into structure to
Maximize performance of primary activities
Contain costs of support activities
Formal reporting
relationships
often need to be supplemented to facilitate
coordination
S 14:Step 5:Provide for Collaboration With Outsiders
Need multiple ties at multiple levels to ensure
Communication
Coordination and control
Find ways to produce
collaborative
efforts to enhance firm’s capabilities
and resource strengths
efforts to enhance firm’s capabilities
and resource strengths
While collaborative relationships present opportunities,
nothing valuable is realized until the relationship develops
into an engine for better organizational performance
S 15:Current Organizational Trends
Numerous
companies have completed the task of remodeling traditional, hierarchical
structures built on
Functional specialization and
Centralized authority
Corporate
downsizing movement in the
late 1980s and early 1990s was aimed at
late 1980s and early 1990s was aimed at
Recasting authoritarian, pyramidal
organizational structures
organizational structures
Into flatter, decentralized structures
S 16:Organizational Structures of the Future: Overall Themes
Revolutionary changes in how work is organized have been triggered
by
New strategic priorities
Rapidly shifting competitive conditions
Tools of organizational design include
Empowered managers and workers
Reengineered work processes
Self-directed work teams
Rapid incorporation of Internet
technology
technology
Networking with outsiders
No comments:
Post a Comment