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Why Executing Strategy Isa Tough Management Job
Overcoming resistance to changeWide array of demanding managerial activities to
be performed
Numerous ways to tackle each activityNumber of bedeviling issues to be worked out
Demands good people management skills
Requires launching and managing a variety ofinitiatives simultaneously
ard to integrate efforts of many different work
groups into a smoothly-functioning whole
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Who Are the Strategy Implementers?
"mplementing and e#ecuting strategy involves acompany$s whole management teamand allemployees
Top-level managersmust leadthe process andorchestrate ma%or initiatives Butthey must rely on cooperation of
&iddle and lower-level managers to see things go well invarious parts of an organi'ation and
(mployees to perform their roles competently
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Goals of the StrategyImplementing-Executing rocess
Unitetotal organizationbehind strategy
*ee that activitiesare donein a manner that is
conducive to first-rate strategy execution
Generate commitmentso an enthusiastic
crusade emerges to carry out strategy
Fithow organi'ation conducts its operationsto
strategy requirements
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(very manager has an active role
No proven ,formula for implementing particular
types of strategies
.here are guidelines/ but no absolute rules and
,must do it this way rules
&any ways to proceed that are capable of working
0uts across many aspects of ,how to manage
!haracteristics of the StrategyImplementation rocess
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"ig# $$#$% The Eight !omponents of the Strategy Execution rocess
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"ig# $$#&% The Three !omponents of 'uil(ing an)rgani*ation !apable of roficient Strategy Execution
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4ssembling a capable management team is acornerstone of the organi'ation-building task
5ind the right people to fill each slot
(#isting management team may be suitable
0ore e#ecutive group may need strengthening
6romote from within
7ring in skilled outsiders
utting Together aStrong Management Team
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.he quality of a company$s people is an essentialingredient of successful strategy e#ecution
7iggest challenge facing companies
ow to recruit and retain the best and brightest talentwith strong skill sets and management potential
"ntellectual capital/ not tangible assets/ is
increasingly being viewed as the most important
investment
.alented people are a prime source of competitive
advantage
+ecruiting an( +etaining Talente(Employees% Implementation Issues
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,ey uman +esource ractices toAttract an( +etain Talente( Employees
*pend considerable effort in screening %obapplicants/ selecting only those with
*uitable skill sets
(nergy and initiative
:udgment and aptitudes for learning
4bility to adapt to firm$s work environment and culture
6ut employees through training programs
throughout their careers;ive promising employees challenging/ interesting/
and skills-stretching assignments
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any one supplier
Regularly evaluate suppliers
Work closely with key suppliers
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)ssignmanagers of strategy-critical activities avisible/ influential position
)voidfragmenting responsibility for strategy-critical
activities across many departments
"rovidecoordinating linkages between related
work groups
&eld into a valuable competitive capability
Step &% Ma3e Strategy-!riticalActi0ities the Main 'uil(ing 'loc3s
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"n a centralized structure
.op managers retain authority for most decisions
"n a decentralized structure
&anagers and employees are empowered to make
decisions
Trendin most companies *hift from authoritarian to decentrali'ed structures
stressing empowerment
Step 1% 2etermine o4 MuchAuthority to 2elegate to Whom
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0ompany and its suppliers/ distributors/ strategic allies/
and customersCapacityfor changeand rapid learning
Colla!orative effortsamong people in different
functions and geographic locations
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