1. Prentice Hall, Inc. © 20069-1 STRATEGIC MANAGEMENT & BUSINESS POLICY 10 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER CHAPTER 9 Strategy Implementation: Organizing for Action

2. Prentice Hall, Inc. © 20069-2 Strategy Implementation --Sum total of activities & choices required for strategic plan execution through programs, budgets, and procedures

3. Prentice Hall, Inc. © 20069-3 Strategy Implementation Key Implementation Questions – –Who carries out strategic plan? –What needs to be done for alignment w/strategy? –How is work coordinated?

4. 10 Top Implementation Problems (i.e. excuses) –Took longer than planned (Problem or result?) –Unanticipated major problems –Uncontrollable external factors –Competing activities and crises (It’s Not My Fault!) –Employees not capable (Duh!) –Lack of training –Ineffective coordination –Inadequate leadership –Tasks/activities poorly defined (Those incompetent middle managers…) –Inadequate information systems (Those incompetent IT Guys…) Prentice Hall, Inc. © 20069-4 Strategy Implementation

5. Who carries out strategic plan? Everyone! Prentice Hall, Inc. © 20069-5 Strategy Implementation

6. Prentice Hall, Inc. © 20069-6 Strategy Implementation Programs – Budgets – Procedures Make a strategy Action oriented –Matrix of change – Program Evaluation 1.Compares Existing versus Target Practices 2.Identifies Practices as complementary or interfering a)Between existing and target b)Among existing or target 3.Evaluates each Practice based on relative importance in accomplishing the strategy 4.Identify problem areas and conflicts

7. Prentice Hall, Inc. © 20069-7 The Matrix of Change

8. Budget Detailed costs associated with each Program Procedures Activities that must be carried out to complete the Programs Standard Operating Procedures (SOP) Prentice Hall, Inc. © 20069-8 Programs, Budgets and Procedures

9. Prentice Hall, Inc. © 20069-9 Strategy Implementation Synergy The ROI of each division is greater than if they were independent separate companies Achieving Synergy – (6 forms) –Shared know-how –Coordinated strategies –Shared tangible resources –Economies of scale or scope –Pooled negotiating power –New business creation

10. Prentice Hall, Inc. © 20069-10 Strategy Implementation STRUCTURE FOLLOWS STRATEGY (Chandler) –New strategy is created –New administrative problems emerge –Economic performance declines –New appropriate structure is invented –Profit returns to previous level Centralization (Control) Decentralization (Autonomy)

11. Prentice Hall, Inc. © 20069-11 Strategy Implementation Stages of Corporate Development – –Stage I: Simple structure Entrepreneur –Stage II: Functional structure Team of functional specialists –Stage III: Divisional structure Many products/industries –Stage IV: Beyond SBU’s Matrix/Network based on projects

12. Prentice Hall, Inc. © 20069-12 Strategy Implementation Blocks to Changing Stages – Entrepreneur tendencies –Loyalty to comrades –Task oriented –Single-mindedness –Working in isolation

13. Prentice Hall, Inc. © 20069-13 Organizational Life Cycle

14. Prentice Hall, Inc. © 20069-14 Changing Structural Characteristics of Modern Organizations

15. Prentice Hall, Inc. © 20069-15 Strategy Implementation Advanced Types of Organizational Structures – –Matrix Temporary cross-functional task forces (J&J) Product/brand management (P&G) Mature matrix (Aerospace) –Network structure (virtual organization) Supply Chain Management & Communications –Cellular organization Self managed teams

16. Prentice Hall, Inc. © 20069-16 Network Structure

17. Business Process Reengineering (BPR) Principles (Hammer) –Organize around outcomes –Those that use the output perform the process –Integrate information processing into real work –Treat geographically dispersed resources as centralized –Link parallel activities –Put decision point where work is performed –Capture information once at it’s source Prentice Hall, Inc. © 20069-17 Strategy Implementation

18. Prentice Hall, Inc. © 20069-18 Strategy Implementation Six Sigma – DMAIC Methodology –Define –Measure –Analyze –Improve –Control Sigma Performance Levels -- One To Six Sigma Sigma Level Defects Per Million Opportunities (DPMO) 1690,000 2308,537 366,807 46,210 5233 63.4 Real-World Performance Levels Situation/Example In 1 Sigma World In 3 Sigma World In 6 Sigma World Pieces of your mail lost per year [1,600 per year]1,106107<1 Number of empty coffee pots at work (who didn't fill the coffee pot again?) [680 per year]47045<1 Number of telephone disconnections [7,000 talk minutes]4,8394670.02 Erroneous business orders [250,000 per year]172,92416,6940.9

19. Prentice Hall, Inc. © 20069-19 Strategy Implementation Job design to implement strategy – –Job enlargement –Job rotation –Job enrichment –Job characteristics model Combine tasks to increase variety Form natural work units - make workers responsible Establish client relationships Vertically load the job – authority & responsibility Open feedback channels

20. Prentice Hall, Inc. © 20069-20 Strategy Implementation International Issues –Multi-National Corporation’s Multi-Domestic versus Global International Development Stages– –Domestic company –Domestic company w/export division –Domestic company w/int’l division –MNC w/multi-domestic emphasis –MNC w/global emphasis

21. Prentice Hall, Inc. © 20069-21 Geographic Area Structure Centralization vs. Decentralization– –Product-group structure –Geographic-area structure

22. Prentice Hall, Inc. © 20069-22 STRATEGIC MANAGEMENT & BUSINESS POLICY 10 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER CHAPTER 9 Strategy Implementation: Organizing for Action