Strategy Implementation

By

Dr.Y.R.K. REDDYyrk@yagaconsulting.com

WHY THE CONCERN

THE HISTORY OF CORPORATE PLANNING TO STRATEGIC MANAGEMENT STRATEGIC FUNCTIONING

SOME CAUSES OF POOR IMPLEMENTATIION

THE CORPORATE PLANNING SYNDROME / AIR TUNNEL APPROACH

Contd....

INFIRMITIES IN STRATEGY (CAUSE OF TYPOLOGY MINDSET- creativity as answer)

Contd...

LACK OF CONSENSUS / COMMITMENT TO STRATEGY (Middle-up down?)

Contd....

EXIT / ABSENCE OF LEADER

INABILITY TO CHANGE / ABORT WHEN NEEDED

Contd.....

RESOURCE MISMATCH

Org., BUREUCRACY

...Contd...

LACK OF CLEAR ROAD MAP LACK OF MIND MAPPING OF

ISSUES

MANAGERS & STRATEGY IMPLEMENTATION

The inhibitor The mechanical implementer The promoter Owner Amplifier / “Rippled”

The Logic of Goals

What counts gets measured What gets measured gets done What gets done gets rewarded What gets rewarded counts

Goals & Maps

The Map when you are lost in the sea / forest Goals – specific, measurable, ever

enhancing,integrated with others, and for org/social benefit

Preparing the map, timelines, goals, standards, contingencies / risks, (overall a live system containing formats, new processes, new language, new culture, new habits of success)

MONITORING & CONTROL ISSUES

TACTICAL OR STRATEGIC - FORM OR SUBSTANCE…BALANCING ACT

BENCH - MARKING PROGRESS (NOT SHOOTING & THEN AIMING)

MONITORING EXTERNAL / INTERNAL ASSUMPTIONS

STRATEGIC ISSUE MANAGEMENT