Business initiatives at the strategic level usually require top executives' sponsorship, and get varied perspectives from varying stakeholders, to make what-how transition.
There are many roadblocks on the way to drive change and implement a strategy. It is important to “make vision reachable” and "make strategy happen." The responsibility of the business management is to make a seamless alignment of planning and implementation, which are complementary processes, iterative cycles that only balance each other and produce meaningful outcomes.
It’s important to understand strategy implementation and change efforts need to go synchronously to improve the management effectiveness: Implementation of a strategy is 90% about initiating and managing necessary changes from the current state to both the strategic positions and designated capability at the positions. The management needs to predict which consequences can be created through action steps of strategic implementation, and how to make proper adjustments. The core building blocks required for effective strategy implementation are clarifying decisions coherence, aligning motivators and optimizing organizational structures.
Traditional companies are often operated like the mechanical system that keeps spinning inside-out, but causing many frictions due to silo setting or incoherent speed. Thus, organizations today need to keep reinventing itself, as an “outside-in" and socio-technical system by fine-tuning the structures and processes, to improve business agility. The management needs to broaden their strategic perspectives including financial aspect, customers and stakeholders' aspect, internal processes, organizational capability and engaged leadership. the organizational structure design should be fluid enough to streamline information flow, flatten the overly restrictive organizational hierarchy to improve flexibility and agility of the company.
It’s imperative to enhance cross functional communication & collaboration: In traditional businesses, there seems to have been a lot of work done from individual points of interest and little cross-communication between these interests. Leaders and managers should listen, communicate, and rally the team for the cause; enhance cross-functional communication; guide, direct, own the strategy they hold themselves accountable for. So, they can leverage multidimensional thinking, interdisciplinary planning and take cross boundary effort for implementation of the change successfully.
People are still the weakest link in strategy implementation. It’s important to ensure that you spend time explaining the benefits of the strategy to them and their area of responsibility. If they don’t know or aren't convinced of the benefits, they are simply not motivated enough to get the work accomplished smoothly. Cross-functional communication & collaboration brings up new opportunities, roles, and responsibilities to improve business agility.
It takes an integrated team to guide and monitor implementation for delivering meaningful and tangible results: The strategy is not static shelfware, but about living a holistic, integrative and interdisciplinary perspective. The super strategy implementation is the result of synchronization of all key business factors, high level of organizational agility, intelligence, strong disciplines and management practices. The potential pitfalls of strategy management include such as too much focus on silo versus wholeness; incoherent process or skill shortage, etc. There is a danger of not having a dynamic process to "develop and nurture" performance. To expedite strategy implementation, the key is to engage the whole organization in knowing and understanding the direction and planning of the business, create change momentum and increase the tempo of operations.
Continuous performance management is necessary in an ever-changing world for measuring and improving. Key topics of business management are about repositioning companies, their value propositions, business models, optimization vs. maximization of business performance results, knowledge, resources management, and wise leadership, etc, in order to remain sustainable. The dynamic and solid implementation is the ability to leverage information to analyze & predict, evolve emerging events, setting metrics, adjusting plans, measuring performance and understanding results dynamically. Performance Management should be sustained and monitored at constant intervals to ensure robustness.
Business initiatives at the strategic level usually require top executives' sponsorship, and get varied perspectives from varying stakeholders, to make what-how transition. It's not just about strategic ideas, but making the strategy a living thing. Business leaders have to keep evolving and gaining fresh and broader views, ask tough questions about business reality, discover unexpected connections between the business and its dynamic environment, and manage an iterative planning-implementation continuum smoothly.
It’s important to understand strategy implementation and change efforts need to go synchronously to improve the management effectiveness: Implementation of a strategy is 90% about initiating and managing necessary changes from the current state to both the strategic positions and designated capability at the positions. The management needs to predict which consequences can be created through action steps of strategic implementation, and how to make proper adjustments. The core building blocks required for effective strategy implementation are clarifying decisions coherence, aligning motivators and optimizing organizational structures.
Traditional companies are often operated like the mechanical system that keeps spinning inside-out, but causing many frictions due to silo setting or incoherent speed. Thus, organizations today need to keep reinventing itself, as an “outside-in" and socio-technical system by fine-tuning the structures and processes, to improve business agility. The management needs to broaden their strategic perspectives including financial aspect, customers and stakeholders' aspect, internal processes, organizational capability and engaged leadership. the organizational structure design should be fluid enough to streamline information flow, flatten the overly restrictive organizational hierarchy to improve flexibility and agility of the company.
People are still the weakest link in strategy implementation. It’s important to ensure that you spend time explaining the benefits of the strategy to them and their area of responsibility. If they don’t know or aren't convinced of the benefits, they are simply not motivated enough to get the work accomplished smoothly. Cross-functional communication & collaboration brings up new opportunities, roles, and responsibilities to improve business agility.
It takes an integrated team to guide and monitor implementation for delivering meaningful and tangible results: The strategy is not static shelfware, but about living a holistic, integrative and interdisciplinary perspective. The super strategy implementation is the result of synchronization of all key business factors, high level of organizational agility, intelligence, strong disciplines and management practices. The potential pitfalls of strategy management include such as too much focus on silo versus wholeness; incoherent process or skill shortage, etc. There is a danger of not having a dynamic process to "develop and nurture" performance. To expedite strategy implementation, the key is to engage the whole organization in knowing and understanding the direction and planning of the business, create change momentum and increase the tempo of operations.
Business initiatives at the strategic level usually require top executives' sponsorship, and get varied perspectives from varying stakeholders, to make what-how transition. It's not just about strategic ideas, but making the strategy a living thing. Business leaders have to keep evolving and gaining fresh and broader views, ask tough questions about business reality, discover unexpected connections between the business and its dynamic environment, and manage an iterative planning-implementation continuum smoothly.
0 comments:
Post a Comment