'' knows the strategy, such as identifying the basic long-term goals and objectives of the organization, and the adoption of courses work and allocate necessary to implement those goals Resources' Chandler (1962)
practical strategy can be seen in less than three stages. These are: strategic analysis; this is the stage through the analysis identifies opportunities and strategic threats, strengths and weaknesses of the environment; the stage of strategy formulation, where the selection and implementation phase of the strategy is the stage at which the strategy is translated into practice.
implementation of a strategy or a strategy known as "translate strategy into organizational work through the organizational structure and design, resource planning and management of strategic change."
definition analysis, it becomes clear that the implementation of a complex strategy to some extent. Therefore, the successful implementation of the strategy will be how well the various components in carrying out are successfully integrated and interact.
to identify the biggest problems encountered in the implementation of a new strategy in the business, and a closer look at the components to be applied in the implementation of the strategy will be a good indicator. This is below: organizational design and structure; and the implementation of the strategy; strategy and translate into organizational action by using the structure of the organization that also depends on the type of structure used in the organization. This is why it needs a multinational organization are different from those of small businesses. It is also possible that the extent of the transfer, or a centralized could affect the implementation of the strategy.
, for example, using a matrix structure which often take the form of product and geographical divisions or functional structures and departments that work together. The time it takes for decisions to be made may be much longer than in the more traditional structures. The organizational structure and the design aspect of the deals with the implementation of a strategy how to mobilize human resources in the organization and regulation to achieve the company's strategy. The main problems faced by large through the use of organizational aspect in the implementation of the strategy is the fact that most employees can leave the company if they feel that they have become "used" really did not have a motive for. This is particularly the case where the CEO or senior management imposes the strategy on staff.
Another problem encountered here, information is passed way and the way down or up the ranks. If there is a blockage which impedes the flow of information to address, which means that decisions will be based on outdated information or outdated. This can be solved by assigning the central leadership to ease the flow of information among all the rank of private files in the implementation of a new strategy in the business. It must be recognized that the organizational structure and the development of design to reach where they are making strategic and operational decisions, there must be compromise if implementing the new strategy will not succeed in any business.
next aspect in the implementation of the strategy - determines the resources and resource planning needs to be established disciplines. It deals with identifying the required resources and how these resources will be deployed and controlled to create the necessary competencies to implement strategies successfully. This configuration of resources depends on: the protection of the unique resources, that is where the strategy is based on the uniqueness of a given resource, such as patents; and must be protected. Legal means. Appropriate resources together, (mix resources to create competence) business process reengineering (to create an improved dynamic performance), and the experience of exploitation by learning and improving continuously to improve efficiency.
one of the main problems in the implementation of the strategy as a result of resource planning is the failure to translate the strategic objective data, such as access to its market share to critical factors that will make the goal achievable and achieved in the end. This analysis of success factors that can follow a start in resource planning. For example, there may be a need for a specific timetable for the organization in an attempt to enter, says a new product for the Christmas holiday. Detailed examination of the timing to be done if production and marketing would be a success; as well as the allocation of funds for this task. The problem here is that because of the lack of uniformity in the various activities necessary for the times, it's hard to know where to start.
Scholes and others Johnson (1999) writes that the circular of the problem is very usual in the development of an action plan, and raises the question of where to start - with market expectations, and the level of available funds, for a restriction on the level of production, or what? The answer is that it may not matter too much where the starting point is, since the plan will have to be rewritten and amended several times. The guideline is useful to enter the problem through what appears to be the major area of change. New strategies for growth planning organization may well begin with an assessment of the market opportunities. Someone starting a new business may begin with a realistic assessment of the amount of capital they may have available.
recommendedcritical path analysis of the strategies detailed planning for implementation. Another problem envisaged is the conflict arising between departments on the allocation of special funds, where money is involved in the implementation of the new strategy.
next element in the implementation phase of the strategy is to manage strategic change. It is recognized widely that strategic change is based on four basic premises:
1.There is a clear view of the strategy to be followed within the institution. Will not happen
2.Change unless there is a commitment to change the approach
3.The to manage strategic change is likely to be context dependent.
4.Change must address the strong influence of the cultural model and the Internet on the WHO strategy.
There are two types of change - change that gradually builds only on skills and routines and beliefs of those in the organization, so that effective change and likely to win their commitment, and transformational change - which requires the organization to change the model over time. And there could be a change in routine ( '' way of doing things here. 'Also that there could be a change in strategy that will require change. Although the implementation of the strategy on side to change the organizational structure, control systems and resource planning which do not affect the operations day after day, members of the organization; people's behavior and perceptions have not changed
to the effect also must implement a successful strategy, and management to adopt methods appropriate change management processes. for example, there is a problem in the management of change on the basis of false information or lack of information, education and method of communication will be used. this involves the interpretation of the causes of the strategic and means change cooperation or participation involving those who will be affected by strategic change in the identification of issues strategy; intervention, direction and methods of coercion.
associated with the management of strategic change is the change management problem. it becomes extremely difficult to manage the change that comes as a result of the implementation. for example, some managers will lose their position as a result of the change (delayering) others may provide unnecessary as a result Lalla upsizing others might still lose their job or position that cherished most as a result of the process of re-engineering business addresses. This inhibition of staff and the organization may lose some competent staff. Others may have to be retrained to take on new positions or reduced if it is to remain in the organization. This kind of problem can be avoided if management adopts a participatory style of leadership and access to staff, including the drafting of the stages of implementation of the strategy.
In conclusion, it can be appropriate to point out that just as there are many definitions of strategy, similar to its implementation may vary and maybe even the attendant problems and solutions. You will, however, since the implementation involves controlling the behavior of others, and sometimes perceptions and culture, most of the problems and solutions related to the human potential is likely to be to be dependent on management style and behavior of the leadership in terms of installation and the availability and allocation of resources.
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