C HAPTER 12 Strategy Implementation. What is strategy implementation? What is more important,...

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Transcript of C HAPTER 12 Strategy Implementation. What is strategy implementation? What is more important,...

  • Slide 1
  • C HAPTER 12 Strategy Implementation
  • Slide 2
  • What is strategy implementation? What is more important, strategy formulation or strategy implementation? What is the BIGGEST challenge for strategy implementation? One Word Answer?? PEOPLE
  • Slide 3
  • Id rather have a first-rate execution and second- rate strategy any time than a brilliant idea and mediocre management. --Jamie Dimon CEO, JP Morgan
  • Slide 4
  • T HREE IMPORTANT ELEMENTS Executiongetting things done Alignmentgetting the right things done ChangeGetting new things done
  • Slide 5
  • T HE 7 S M ODEL The 7 S model helps describe organizational reality A set of buckets to sort information The 7 Ss as a balloon Push on one side, the other sides all move The 7 Ss constitute a system Two components: The Hard Triangle: Strategy, Systems, Structure The Soft Square: Staffing, Skills, Style, Shared Values
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  • Strategy StructureSystems Shared Values StaffingSkills Style T HE 7 S M ODEL
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  • Strategy Organizational Goals Competitive Advantages StructureSystems Division of Labor Reporting responsibilities Coordination Control Evaluation Rewards Shared Values Common Belief Priorities StaffingSkills Hiring, Training, Promoting Technologies What we do well Style Interpersonal relationships Decisionmaking
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  • Strategy Full Service Regional Coverage Focused on Core Long Term View StructureSystems Decentralized Functional Expertise Geographic Focus Tight Cost Control Bonus Incentives Merit Promotion Shared Values Conservative Profitability Loyalty Decentralization Equity & Generosity StaffingSkills Hire good people MDP Promote from within Customer Service Cost Control Style Informal Friendly Practical The Positives
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  • Strategy No focus on niches No operating synergies Few strategic assets StructureSystems Management by exception Functional Silos with little communication Excessive Internal Focus Little incentive pay Promotion on Seniority Shared Values Comfortable Complacency Excessive Frugality StaffingSkills Hire by W.O.M. Little Training Hard to Fire Style Non-confrontational Little Challenge & debate Slow to decide We know what customers want Reliance on traditional ways The Negatives
  • Slide 10
  • C HANGE : T HREE KEY PHASES UnfreezingChangeRe-freezing Publicly admit that current state isnt working Make a clear break with past actions or processes Develop new behaviors Use trial and error process Create new Alignment Embed new behaviors : training compensation, culture MotivatingMovingMaintaining
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  • T HE CHANGE PROCESS Generate urgency Build Coalition Create Vision Share Vision Empower Action Short- Term Wins Consolidate Gains Institutionalize Changes The Silent Phase (Unfreezing) -1 years The Active Phase (Change) 1-2 years Completion (Refreezing) 4-7 years