Capable

Organization:
The eight levers
of Strategic
Implementation

By Group 10:
Shivam Arora (FT152072)
Ena Sehgal (FT152024)
Rahul Sharma (FT151039)
Raghvi (FT154082)
Poornima Sharma (FT154108)

Formulation Implementation Performance

It has been found that in many

cases strategy is never
implemented.

This can be attributed to the fact

that either employees do not
understand or are unaware of the
company strategies
It means that there is a gap in
strategy formulation to
implementation process
This poor execution leads to next
round of weak strategy formulation
and the vicious cycle continues

Reasons for poor implementation:

Top-down or Laissez-Fair Senior
Management Style,
Unclear Strategy and conflicting
priorities,
An Ineffective senior
management team,
Poor vertical communication,
Poor coordination across
functions, businesses or borders
and
Inadequate down-the-line
leadership skills and development

Strategy Implementation an Ally

Identification and usage of appropriate levers of implementation can help
build organization
Implementation is comprised of 2 main variables, structural and
managerial skills
Structural Levers provide framework or configuration in which the
companies operate effectively.
Managerial levers comprise of behavioral activities that managers engage
in within structures developed by the organization
The established firms are generally able to overcompensate one lever
with another to reduce impact of a weak lever
In case of start-ups, however, the entrepreneur or CEO needs to
understand how each of the levers relate to companys strengths and
weaknesses

Structural levers

Actions

Programs

Systems

Policies

Who, what and

when of cross
functional
integration
Input and
Collaboration of all
the members at all
the levels of
strategy

Instilling
organizational
learning and
continuous
improvement
practices
Include global
partners in the
innovation effort

Installing strategic
support systems
that provide timely
access to both
qualitative and
quantitative data
for effective
strategic and
tactical decision
making

Establishing
Strategy Supportive
policies
Strategy supportive
policies envelope a
COLLECTIVE
pattern of day-today decisions and
actions

Managerial levers

Interacting

Interacting

Allocating

Monitoring

Organizing

The exercising of
strategic leadership
Key Responsibilities of
leaders include:
Direction, Protection,
Orientation,
Motivation, Managing
conflict

Five levels of
Leadership hierarchy:
Level 1- Highly
capable individuals
Level 2-Contributing
team member
Level 3-Competent
manager
Level 4-Effective
leader
Level 5 Executive

Understanding when
Tying rewards to
The strategic shaping
and where to allocate
achievements.
of corporate culture.
resources
Monetary and non
Culture Internal,
Encompasses the use
Monetary
engineering and
of major resources
executive
Good work should be
such as money,
Shaping of corporate
rewarded, bad work
people and
punished and
Culture requires
capabilities
executive pay should
clearness in content,
Others resources
depend on
consistency in nature
include Physical
organization's overall
and
capital, Human
Return on Equity, says comprehensiveness in
capital, Organizational Byrnes
coverage
capital