Implementing Strategies: Management and Operations IssuesEssay Preview: Implementing Strategies: Management and Operations IssuesReport this essayIMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUESStrategic management process starts with development of mission and vision statements and then, internal and external audits will be performed in order to establish long-term objectives which will be tried to reach through generation, evaluation and selection of strategies. Yet, the strategic management process does not end when the firm decides what strategy or strategies to pursue. Strategic thoughts must be translated into strategic actions. Even the most technically perfect strategic plan will serve little purpose if it is not implemented. However, implementing strategy affects an organization from top to bottom. It affects all functional areas of a business, thus, without understanding and commitment, strategy-implementation efforts face major problems.
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Strategy: Operational Strategies
This introductory article presents strategy-based approach to a business in its core function. It describes the management process which is the backbone of strategic management, and presents several steps for getting a business moving toward business success:
Identify a key strategy-based approach to the business for each company in the business – identify and identify key strategy-based strategies (i.e., the business development strategy).
Identify key strategy-based strategies (i.e., the business development strategy). Get at least five key plan-based strategy-based strategies – those that would bring the company’s primary business in line with its strategic thinking goals and objectives.
Identify strategy-based strategies – those that would bring the company’s primary business in line with its strategic thinking goals and objectives. Implement key approach-driven strategy-based strategies, the first being the current strategy which identifies, develops, assesses, and evaluates existing, potential, and strategic trends.
Intend: To achieve this goal, you should implement key strategy-based strategies and have access to the latest, most-recent, and best-in-class strategy available from the previous year.
Management Principles and Strategy Principles
Strategy principles: To effectively conduct strategic decisions, to perform what is needed most, a company must develop a set of strategies to accomplish the mission. The key strategy-based approaches are:
Plan Your Way: A strategic management process is a strategic operation that seeks to develop, implement, and/or support a defined set of strategic strategies.
A strategic management process is a strategic operation that seeks to develop, implement, and/or support a defined set of strategic strategies. Set Goals: A strategic management process uses a set of strategy goals to drive strategic decisions. Strategy goals can include:
Planning: To accomplish goals, a business may adopt one or more methods of planning actions. This strategy is used to achieve its goals across all departments in a company.
To accomplish goals, a business may adopt one or more methods of planning actions. This strategy is used to achieve its goals across all departments in a company. Collaboration: A strategic management process focuses on working together. This strategy is used to maintain a healthy internal and external dialogue with each company.
A strategic management process focuses on working together. This strategy is used to maintain a healthy internal and external dialogue with each company. Process: To achieve actions in a successful work environment, the company has developed a set of effective strategic plans. Such a plan contains a series of priorities in the future. Each goal has the potential to change dramatically as the company progresses.
Strategy principles also help you design strategies and build an organizational structure which is conducive to success for your company. A business with a focus on effective policy can have its operational strategy more aligned with its strategic thinking objectives. As a result, a company can better focus on making better business decisions; better results can occur – not only through new business and strategic planning tactics; but also through new business and strategic planning mechanisms.
Management Principles
A strategy should be as simple and as effective as the business. It should outline, guide, and promote effective practices.
Strategy should include a description of each type of initiative. For example:
• Ensure a plan is developed to establish appropriate and sound policies for specific activities. This list of policies is needed to define the current, established and expected actions taken for such actions.
• Provide a schedule of action and a schedule of objectives so that decision-makers can plan through what actions to take in a timely fashion and avoid the repeat of the same action for other actions they deem necessary. This is especially useful for planning a large-scale action plan.
• Ensure that the plan is tailored to achieve a desired outcome. This requires a list
The Nature of Strategy ImplementationAlthough inextricably linked, strategy implementation is fundamentally different from strategy formulation as shown in Table 1.Table 1. Strategy Formulation vs. Strategy ImplementationStrategy FormulationStrategy ImplementationPositioning forces before actionManaging forces during actionFocuses on effectivenessFocuses on efficiencyPrimarily an intellectual processPrimarily an operational processRequires good intuitive and analytical skillsRequires special motivation and leadership skillsRequires coordination among a few individualsRequires coordination among many individualsManagement PerspectivesIn all but the smallest organizations, the transition from strategy formulation to strategy implementation requires a shift from strategists to divisional and functional managers. Implementation problems can arise because of this shift in responsibility, especially if strategy-formulation decisions come as a surprise to middle and lower-level managers.
Since managers and employees are motivated more by self-interests than by organizational interests, unless the two coincide, it is essential that divisional and functional managers be involved as much as possible in strategy formulation activities. And of equal importance, strategists must be also involved as much as possible in strategy implementation activities. Moreover, the rationale for objectives and strategies should be understood and clearly communicated throughout the organization. Major competitors accomplishments, products, plans, actions, and performance should be apparent to all organizational members. Major external opportunities and threats should be clear,