Strategic Implementation

Alignment

Abstract

This article focuses on strategic implementation and how action plans is done to create consistency checks and face potential resistance.

Overview

Strategic implementation is not an easy task and due to poor time and efforts are devoted to it ,poor implementation leads to failure in execution phase. Since implementations is an evolutionary process and takes is time consuming a successful actions plans should be adopted to allow flexibility , risks and contingency plans. It is often helpful to break out actions into long term and short term plans. In order to allocate the firm’s resources in an optimal manner 7-S model will be used to build blueprint of an aligned organization, the result will highlight areas need to be changed. In general most people in an organization will wary of change, through this article we will move on approaches and tactics leaders will follow to overcome the resistance

In early 80’s group of consultants and professors created a model named 7-S for effectively organizing a company. The 7 S’s refer to Strategy, Structure, Systems, Staffing, Skills, Style and Shared Values.

To be successful high degree of fit between variable must occur, any variable will change others will change also.

Strategy - firm’s strategy should take into account resources, competitors, customers and supplier in order to create Competitive advantage.

Structure - Structure is the way in which different units of the company are divided and how authority is organized. Optimal structure will depend on many factors. Four common structures include functional, divisional, matrix and network.

1-       Functional - the firm is broken out into major functions like manufacturing, R&D, and HR,etc. each  of these functional areas maybe have a manager. This works best for firms that are small and in stable environment.

2-       Divisional - This organizational structure breaks the firms up into specialized divisions based on characteristics such as product lines, geography or market segment. This model is best suited for large firms, the weaknesses of this model is integration between divisions is minimal.

Systems - The way a firm’s procedures and processes are organized can help support the strategy. These activities can be both formal and informal. The way the systems in an organization are aligned governs almost every activity an employee is involved with.

Staffing - the approach the company take through HR activities is vital to the success of the company. Personnel should be developed and monitored in order to assure they are aligned with the company’s vision.

Skills - The skills of a company are usually identified as what the firm does best. This skills can be technology, systems, management processes, innovation or even customer service procedures.

Style - style is norms employees follow and how they work and interact with each other. What manager say is important as procedures. The style of a firm depends on many factors and can change over time. The style of an organization can also impact how well change is received.

Shared values: values is an unwritten set of ideas that guides the firm. These values are rooted in the mission of the company and influence managers and employees in everyday activities.

Applications

Senior managers should take time to study the current state of each of the elements and then consider the ideal picture of what each element should look like. Based on this analysis, action plans can be developed to get the elements where they need to be. We will next turn on tips when dealing with change results from strategy implementing.

Managing change

Strategic implementations are always accompanied by significant changes these changes are often faced with resistance. The next section we will talk about tactics and strategies to overcome resistance.

Strategies for implementing change

There are two extremes in implementation strategy. At one end of the spectrum is a directive approach. This strategy is commonly referred to as Bold Strokes. On the other end is a participative approach referred to as the Long March.

Bold stroke - When the firm is in crisis, this is the optimal model. The Bold Strokes model attempts to quickly overcome resistance with little involvement from the others. This model is best suited for leaders who have clear plan, trusted and have a good support form shareholders. The benefits of this model include quick results with less time for opposition to build.

Long March - Participation is the hallmark of this model. The goal is to minimize resistance. This framework is best suited for leaders that lack credibility, power or trust. It can also provide a leader time to gather knowledge if unfamiliar with organization, products or customers.

Resistance

Opposition can come in many forms. Diagnosing resistance is vital to overcoming it. In order to prepare for this potential conflict, managers should be aware of the reasons for resisting change. We will talk next about reasons for resistance and  later on about tactics to overcome it.

1-       Self interest -the person feels they lose something of value if change is implemented

2-       Misunderstanding or lack of trust -the may resist because they don’t understand it or not totally told about the implications of change.

3-       Different assessments of problems – employee may assess the situation differently form the leader and feel its not best interest for the company

4-       Low tolerance of change –part of human nature is to fear change.

Now we will turn our attention to the six tactics to attack resistance.

1-       Mandate -When speed is essential and the leader possesses considerable power.it is risky if it leaves dissatisfaction with leader.

2-       Include Resistors in Designing/Implementing Change – When other tactics do not work or are too expensive, consider inviting resistors to help with the planning. This can be a relatively quick and inexpensive solution to resistance problems.

3-       Negotiation and Agreement – When some group will clearly lose out in a change and when that group has considerable power.

4-       Facilitation and Support – When resistance stems from adjustment problems and fear of change, it is best to take a supportive stance. This could include training, listening or giving time off. However it can be expensive and time consuming and may fail.

5-       Participation and Involvement – When leaders do not have all the information they need to design the change and when others have considerable power to resist, participatory tactics are necessary.  This biggest downside to this strategy is that it is very time consuming if participators design an inappropriate change.

6-       Education and Communication – When there is a lack of information or information/analysis is misunderstood, the organization should focus on communication. However, educating and communicating require significant time and effort.

Change implementation

We will talk now about 8-step program for successfully implementing change. This program takes into account alignment and resistance issues.

1-       Establish sense of urgency –communicate the importance of change.

2-       Form Powerful Guiding Coalitions – Major change requires support from the key senior managers in order to mitigate opposition and resistance.

3-       Create a Vision – Create a picture of the future that is easily communicated to constituents both inside the firm (employees) and outside (customers, stockholders).

4-       Communicate Vision – Without credible communication, and a lot of it, the hearts and minds of the troops will never be captured.

5-       Remove Obstacles – Align structure, reporting lines and systems with the new vision. In some cases, the obstacle might be a person or group of people.

6-       Plan for and Create Short-Term Wins – If there is not immediate action, then there is the risk that you will lose momentum. Without short-term gains, too many people may give up.

7-       Consolidate Improvements and Produce More Change – Do not declare victory too soon, instead use successful short term wins to build credibility and ensure that changes are lasting.

8-       Institutionalize Changes into Organizational Structure – Deliberately show people how the changes have helped improve performance. Ensure the next generation of mangers embodies the new approach.

Conclusion

Strategic implementation is a very complex process. It needs to be driven hierarchal staring from the top management level to the operation level, the strategic implementation should follow a scientific process at all its phases. This implementations should have a defined goals and objectives.

rules and policies should be  set to achieve these goals. in order to overcome obstacles that will face the management they have to work on a systematic procedures dealing with this kind of changes  these obstacles are mainly implied by the resistances to change. That’s why managers should always look every day for new approaches in dealing with cultural changes.