Dear All, Please find attached the article “Brilliant Strategy, But Can You Execute?” This MUST be read before coming for the next class and that applies to those students also that didn’t attend the first class, with no exceptions.In the previous session we discussed: Importance of “Implementation” in Strategy and where does it fit in the course. In IBS-I, the focus was on “Formulation” and the discussions and cases mainly on Goals, vision, Mission, External Analysis (using Porter’s five forces with emphasis on I/O Model), Internal analysis (using VRIO Framework that emphasized on Resources and RBV model) and Portfolio Management formed a part of it. In the first session, we have framed paradigms where Implementation is set as a subset of “Execution” and reasons why Strategies fail at Implementation stage. We also discussed the less emphasis being given by reference books on Implementation part in the text despite understanding the importance of Implementation. We started with the short case on Queen Elizabeth II and discussed how she could manage retaining her position and wealth, if not power, despite political turmoil, dysfunctional family and changing moods of environment. We could relate the four Elements (Goals that are consistent and long term; Profound understanding of competitive environment; Objective appraisal of resources and Effective Implementation) of her strategy with what we have covered in IBS I and what we are going to cover in IBS –II by recasting them into two groups (Firm and its Industry Environment). We also discussed some research reports on why strategies fail. The case of Titanic, Reasons why Strategy Implementation falls short (Vis-à-vis Failure to Translate Strategy, Adapt Strategy or Sustain Strategy), Execution Syndromes ( Resistance, Motivation, Development Hell, Groupthink and Underperformance Syndromes); Dynamics of Failure (How Blinders, Routines, Shackles and Dogmas affect), and Example of Firestone Tire and Rubber Company and laura Ashley were discussed. The attendance for the course will be taken on Excel sheet and sheet will have a color coding. Based on your performance and participation on each day, students will be marked with different colors for each session which will have weightage in deciding your final grades and marks. Please ensure your participation in class discussions and assignments to get best from the same. The group presentations will be taken in last two sessions only. Please feel free to contact me for any clarification or suggestions to maximize learning from the course. Regards,Burhan

Dear All, In continuation of our discussion (Session I) on “Why Strategies Fail” we discussed several examples in Session 2 (June 16, 2015). Examples of Indian Oxygen (for Active Inertia; Problems in Frame, Resources, Values and Processes), Bajaj Auto (Blinders/Frame), IPCL (Resources), Compaq(Routines/Processes), Daewoo (Relationships), Samsung (as a success overcoming all the above problems) and the example of TATA to illustrate “what needs to be done?” From the article “Brilliant Strategy, But Can you Execute?” We discussed the examples of Duke and Enron (Energy Sector) and Pfizer and Eli Lilly (Pharma Sector) to explain Operational andTransformational Strategy. We also discussed “Analysis of Strategy Formulation and Implementation at HP”. We discussed adaptation of Hoshin-Kanri approach by HP for working out dynamic approach of simultaneous formulation and implementation of strategy, associated danger of losing, focus and need for balance via high level of communication and coordination, structure and culture where change is regarded as necessary. Use of structured approach by HP to formulate and implement strategy where strategies are developed by special cross-functional task forces, and then implemented mainly by business units. Importance of setting up objectives and their simultaneous execution (Step C and D in the Strategy Formulation Process). In our next session, we are going to discuss following three articles (also attached in PDF format) which everyone of you is expected to go through before the next session. You can read the summary that I have written for you to make these articles easy to understand. Strategy Implementation: The New Realities (Peter Lorange) Peter Lorange discusses Strategy Implementation as a new reality where some organizations fail to include people in their plans. Importance of Strategic Planners to work as Human Resource Managers or in close association with HR Managers is emphasized. The article gives importance to Internally Generated Growth (and we discussed the reasons for that in our class discussion, quoting the example of Nestle). While discussing Organization Growth as a reason for formulating and Implementing Strategies, Lorange identifies Growth Inhibitors (Lack of true growth culture; Organizational Complexity; Strong Organizational Kingdoms, Lack of Speed and Urgency, Lack of Tradition-breaking, Lack of Cost Competitiveness) and a Model for Strategic Business Developmentwhere strategic planner reflects on two critical questions (Entrepreneurial Dimension: Do we see potential business opportunities that others do not yet see? And Organizational DevelopmentDimension: Do we have organizational competencies needed to go after each identified opportunities?) to form four kinds of strategic challenges/Archetypes: Pioneer, Rapid Expansion, Dominate and Restructure. The article also suggests guidelines for tailored approach to growth using the Model and its archetypes: How to Identify and Anticipate Strategic Tasks; Composition of the Management Team; Dominant Learning Modes; Top Management’s mode of Interaction With Strategy Implementation Team and Different Strategic Control Modes (for Pioneer, Rapid Expansion and Dominate types). The article, further talks about the change in positioning among the strategic modes. [IN THE NEXT SESSION QUESTIONS WILL BE ASKED RELATED TO THESE POINTS] Building The Strategy Implementation Network (Charles H. Noble)

The articles talks about breakdown in implementation process and difficulties in diagnosing the same. Implementation process is governed or handled by different/many departments in an organization which may be located distantly, not sharing common goals, culture or language. Personality differences, politics, communication problems and struggles for power and leadership being some of the other obstacles. Adding to the problem is assigning people/managers with poor understanding of the broader scope and goals of the strategy to the implementation team(s) with no relief from their normal work (implementation becomes secondary) and without any expected reward (no motivation). They are expected to gel with the implementation team quickly to reap results. The article, further, discusses Implementation Network where Cross-functional issues need to be addressed. Relationship between different functional pairs (Marketing and R&D or Marketing and Manufacturing etc.) having different goals/objective result in confrontations between them that can influence implementation efforts. Based on this, the article suggests a Model of important stages in strategy implementation with a focus on cross-functional issues and dynamics. The four stages (Pre-Implementation; Organizing the Effort; The Ongoing Management of The Process andMaximizing Cross-Functional Performance)are presented along with challenges and pitfalls, that are inherent for each stage, for top management to improve in order to have effective Strategy Implementation Process. [IN THE NEXT SESSION QUESTIONS WILL BE ASKED RELATED TO THESE POINTS] A Framework To Implement Strategies in Organizations (Fevzi Okumus) Okumus offers a thorough insight into the literature explaining various studies that present different factors influencing Strategy Implementation Process. Based on that, he identified 11 key implementation factors (Strategy Development, Environmental Uncertainty, Organizational Structure, Leadership, Operational Planning, Resource Allocation, Communication, People,Control and Outcome). These 11 factors are grouped into four categories (Strategic Content,Strategic Context (Internal and External Context), Operational Process and Outcome). The article discusses these four categories in detail, forming a framework for strategy implementation. [IN THE NEXT SESSION QUESTIONS WILL BE ASKED RELATED TO THESE POINTS] Above three articles are attached in this mail. Please go through these articles and come prepared in the next class. ALL THE ARTICLES MUST BE READ WITHOUT ANY EXCEPTION. Please feel free to contact me regarding the course/any problem in understanding/Suggestion to improve etc.. Regards,Burhan

Dear All, In the next session, we are going to discuss Strategy Evaluation, Review and Control. You can follow the embedded link to read HBR article of Kaplan and Norton on Balance Scorecard. Balance Scorecard is a strategy performance management tool, extensively used by managers, that helps them keep track of the execution of activities and to monitor the consequences arising from the planned actions. We will discuss different approaches to Strategy Evaluation, review and control and how Balance Scorecard, which emerged as a performance management system, has come to be known as a strategy management system over a period of time. Best,Burhan