evaluation and implementation

7/31/2019 Evaluation and Implementation

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Test the Strategy Against

• Business environment• Improve or sustain the position verses

the competition

• Culture? Especially the paradigm• Other resources• Build on internal strengths (value chain)

core competences, core resources• SWOT• How adaptive is it?• Seeking to gain competitive advantage



Implementation

Establish the broad targets anddeadline(s) within each area. These

areas could include:

• Marketing strategy

• Human resource strategy

• I.T. Strategy

• Finance strategy

• Operations strategy



Resource Integration in a New Product Launch

(Johnson, Scholes and Wittington: 2006)



“Great Strategy; LousyImplementation” (Grant: 2005)

• If implementation is not taken account of itslousy strategy

– Consider structure decentralised or centralised – Control tight or loose or selective?

– Top down or bottom up?

– Functional, divisional, matrix, non hierarchical

– Culture(adapted from Grant:2005)

– Power

– Managing change



Monitoring and Controlling -Four Key Elements

• Set the targets

• Measure performance

• Analyse any difference

• Take appropriate action



Power - Who Has the Power?

• Shareholders

• Government

• Customers

• Society

• Managers• Staff

• Groups within the stakeholders



Sources of Power

• Position

• Resource

• Person

• Physical

• Expert(Handy:1976)



Structure

• Organising to align resources

– Function

– Geography

– Customer

– Product

– Mixture



Culture

• Work with it if possible

• Can be slow and difficult to change

• Culture can inform your approach tochange

• Paradigm



Consider Changing

• I.T.

• Culture NB paradigm

• Roles and responsibilities

• Reward systems

• Organisational structure

(Adapted from Hall, Rosenthal and Wade:1993)

• It is managing change



Managing Change

“It should be borne in mind that there is nothing more difficult

to handle, more doubtful of success, and more dangerous tocarry through, than initiating changes in a state‟s constitution. The innovator makes enemies of all those who prosperedunder the old order, and only lukewarm support isforthcoming from those who would prosper under the new.Their support is lukewarm partly from fear of theiradversaries, who have the existing law on their side, and

partly because men are incredulous, never really trustingnew things unless they have tested them by experience. Inconsequence, whenever those who oppose the changes cando so, they attack vigorously, and the defence made by

others is only lukewarm. So both the innovator and hisfriends come to grief.” (Machiavelli:1513)



Machiavelli States Three Principles

• Can you maintain yourself alone, or doyou need the protection of others?

• Esteem your nobles, but don‟t makeyourself hated by the populace

• Ferdinand, King of Spain „continually

contrived great things which have kepthis subjects‟ minds uncertain and

astonished, and occupied in watching

their result‟.



Different Approaches to theManagement of People

• Education and communication

• Participation and involvement

• Facilitation and support

• Negotiation and agreement

• Manipulation and co-optation• Implicit and explicit coercion

(Kotter and Schlesinger: 1979)



Strategic Planning

(Gould and Campbell: 1987 in Johnson, Scholes and Wittington: 2006)



Financial Control




Strategic Control




A Holding Company (1)

• Investment company

– Shareholdings in variety of separate businesses

– Subsidiary businesses operate independently,have other shareholders and retain originalcompany name

– Portfolio parenting role




A Holding Company (2)

• Characteristics

– Flexible

• Bring in outside shareholders as partners

• Sell subsidiaries as conditions change

– Hard to control

• Hands-off management style

• Rights of outside shareholders – Difficult knowledge sharing – little synergy


evaluation and implementation

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