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and
Executing
Strategies
• is an action-oriented, “make-it-happen” process involving
people management, developing competencies and
capabilities, budgeting, policymaking, motivating, culture-
building, and leadership.
• Sometimes referred to as operational planning because it
involves day-to-day decisions on resource allocation.
a. Unite total organization behind strategy;
b. See that activities are done in a manner tightly matching first-rate
strategy execution;
c. generate commitment so an enthusiastic crusade merges to carry
out strategy; and
d. fit how the organization conducts its operations to the
requirements of strategy.
1. building a capable organization
2. allocating resources to strategy-critical activities
3. establishing strategy-supportive policies
4. tying rewards to achievement of results
5. creating a strategy-supportive corporate culture
6. installing needed information, communication and
operating systems
7. instituting best practices and programs for continuous
improvement
8. exerting the leadership necessary to drive the process
forward and keep improving.
a. Good Leadership
• Having a good, credible and skillful leader in
implementing and executing a variety of strategies will
encourage other members of the organization to do
actions on the strategies.
b. Motivating
• Because strategy execution requires more than
just doing what is deemed crucial and
extraordinary, it requires a lot of motivational
tasks on the part of the management and drive
people to deliver the expectations from all levels
of the implementers and executors of the
strategy.
c. Working with others
• Implementing and executing the strategy deals
with working with as many people as possible.