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Strategy Implementation

Strategy Implementation. By Dr.Y.R.K. REDDY yrk@yagaconsulting.com. WHY THE CONCERN. THE HISTORY OF CORPORATE PLANNING TO STRATEGIC MANAGEMENT STRATEGIC FUNCTIONING. SOME CAUSES OF POOR IMPLEMENTATIION. THE CORPORATE PLANNING SYNDROME / AIR TUNNEL APPROACH. Contd.

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Strategy Implementation

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  1. Strategy Implementation By Dr.Y.R.K. REDDY yrk@yagaconsulting.com

  2. WHY THE CONCERN • THE HISTORY OF CORPORATE PLANNING TO STRATEGIC MANAGEMENT STRATEGIC FUNCTIONING

  3. SOME CAUSES OF POORIMPLEMENTATIION • THE CORPORATE PLANNING SYNDROME / AIR TUNNEL APPROACH

  4. Contd.... • INFIRMITIES IN STRATEGY (CAUSE OF TYPOLOGY MINDSET- creativity as answer)

  5. Contd... • LACK OF CONSENSUS / COMMITMENT TO STRATEGY (Middle-up down?)

  6. Contd.... • EXIT / ABSENCE OF LEADER • INABILITY TO CHANGE / ABORT WHEN NEEDED

  7. Contd..... • RESOURCE MISMATCH • Org., BUREUCRACY

  8. ...Contd... • LACK OF CLEAR ROAD MAP • LACK OF MIND MAPPING OF ISSUES

  9. MANAGERS & STRATEGY IMPLEMENTATION • The inhibitor • The mechanical implementer • The promoter • Owner • Amplifier / “Rippled”

  10. The Logic of Goals • What counts gets measured • What gets measured gets done • What gets done gets rewarded • What gets rewarded counts

  11. Goals & Maps • The Map when you are lost in the sea / forest • Goals – specific, measurable, ever enhancing,integrated with others, and for org/social benefit • Preparing the map, timelines, goals, standards, contingencies / risks, (overall a live system containing formats, new processes, new language, new culture, new habits of success)

  12. MONITORING & CONTROLISSUES • TACTICAL OR STRATEGIC - FORM OR SUBSTANCE…BALANCING ACT • BENCH - MARKING PROGRESS (NOT SHOOTING & THEN AIMING) • MONITORING EXTERNAL / INTERNAL ASSUMPTIONS • STRATEGIC ISSUE MANAGEMENT

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