Did the person responsible drop the ball? Did he or she have too many responsibilities to handle? Did a third party, such as a supplier or the bank, fail to hold up its end of a deal? Adjust your Gantt chart appropriately to account for the delay, make a note of the previous deadline and the reason it was missed. Strategic Implementation By Erica Olsen Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals.
Implementing your strategic plan is as important, or even more important, than your strategy. The video The Secret to Strategic Implementation is a great way to learn how to take your implementation to the next level. Critical actions move a strategic plan from a document that sits on the shelf to actions that drive business growth. Sadly, the majority of companies who have strategic plans fail to implement them. A strategic plan provides a business with the roadmap it needs to pursue a specific strategic direction and set of performance goals, deliver customer value, and be successful.
Getting Your Strategy Ready for Implementation For those businesses that have a plan in place, wasting time and energy on the planning process and then not implementing the plan is very discouraging.
The strategic plan addresses the what and why of activities, but implementation addresses the who, where, when, and how. The fact is that both pieces are critical to success. In fact, companies can gain competitive advantage through implementation if done effectively. Avoiding the Implementation Pitfalls Because you want your plan to succeed, heed the advice here and stay away from the pitfalls of implementing your strategic plan. Here are the most common reasons strategic plans fail: Lack of ownership: The most common reason a plan fails is lack of ownership.
The right people must be ready to assist you with their unique skills and abilities. You need to have the resources, which include time and money, to successfully implement the strategy. The structure of management must be communicative and open, with scheduled meetings for updates. Management and technology systems must be in place to track the implementation, and the environment in the workplace must be such that everyone feels comfortable and motivated. You have to evaluate how these budgetary issues will impact the attainment of objectives, and see to it that the budget provides sufficient support for it.
In the event that there are budgetary constraints or limitations, they must first be addressed before launching fully into implementation mode. Communicate and clarify the goals, objectives and strategies to all members of the organization. Step 2: Development of an implementation structure The next step is to create a vision , or a structure, that will serve as a guide or framework for the implementation of strategies.
Establish a linking or coordination mechanism between and among the various departments and their respective divisions and units. This is mainly for purposes of facilitating the delegation of authority and responsibility.
Formulate the work plans and procedures to be followed in the implementation of the tactics in the strategies. Determine the key managerial tasks and responsibilities to be performed, and the qualifications required of the person who will perform them. Determine the key operational tasks and responsibilities to be performed, and the qualifications required of the person who will perform them.
Assign the tasks to the appropriate departments of the organization. Evaluate the current staffing structure, checking if you have enough manpower, and if they have the necessary competencies to carry out the tasks. This may result to some reorganization or reshuffling of people. In some cases, it may also require additional training for current staff members, or even hiring new employees with the required skills and competencies.
This is also where the organization will decide if it will outsource some activities instead. Communicate the details to the members of the organization. This may be in the form of models, manuals or guidebooks. Nonetheless, these are policies and programs that will be employed in aid of implementation. Establish a performance tracking and monitoring system. This will be the basis of evaluating the progress of the implementation of strategies, and monitoring the rate of accomplishment of results, or if they were accomplished at all.
Define the indicators for measuring the performance of every employee, of every unit or section, of every division, and of every department. Establish a performance management system. Quite possibly, the aspect of performance management that will encourage employee involvement is a recognition and reward structure.
When creating the reward structure, make sure that it has a clear and direct link to the accomplishment of results, which will be indicated in the performance tracking and monitoring system. Establish an information and feedback system that will gather feedback and results data, to be used for strategy evaluation later on.
Again, communicate these policies and programs to the members of the organization. Step 4: Budgeting and allocation of resources It is now time to equip the implementors with the tools and other capabilities to perform their tasks and functions. And goals are only as effective as the people who have responsibility for completing them. I am a visual person so I created a picture of the different steps required to implement business strategy.
Mission, Vision and Values The first step for any business strategy is writing a mission, vision and values statement. This important step clarifies what the organization is about and what it is trying to achieve.
It must indicate a direction that leads to the attainment of objectives. However, this makes one wonder: if the economy, the competitors, the market and its challenges, and the availability of resources are at fault, how come other businesses were able to survive, and even become hugely successful? This is also where the organization will decide if it will outsource some activities instead. References 3. The strategy is disconnected from with crucial aspects of the business such as budgeting and employee compensation and incentives.
The strategy is paid little attention by management.
These success factors are presented in the McKinsey 7s Framework , a tool made to provide answers for any question regarding organizational design.
Allocate the resources to the various departments, depending on the results of financial assessments as to their budgetary requirements. The most common reasons why implementation of the strategies are unsuccessful are: The employees and managers do not fully understand the strategy, and this arises mainly from their lack of understanding of the mission and objectives of the organization. Establish a performance tracking and monitoring system.