bpch11

CHAPTER 11

MANAGING INTERNAL OPERATIONS:Actions That Promote Good Strategic Execution

McGraw-Hill/IrwinCopyright Copyright ®2012 The McGraw-Hill Companies, Inc.®2012 The McGraw-Hill Companies, Inc.

11–2

PROMOTING GOOD STRATEGY EXECUTION

♦ Allocating resources to the drive for good strategy execution.

♦ Instituting policies and procedures that facilitate strategy execution.

♦ Using process management tools to drive continuous improvement in how value chain activities are performed.

♦ Installing information and operating systems that enable personnel to carry out their strategic roles proficiently.

♦ Using rewards and incentives to promote better strategy execution and the achievement of strategic and financial targets.

11–3

ALLOCATING RESOURCES TO THE STRATEGY EXECUTION EFFORT

♦ Possible Resource Allocation Outcomes:● Too little funding that slows progress and

impedes the efforts of organizational units to execute their pieces of the strategic plan proficiently.

● Too much funding that wastes organizational resources and reduces financial performance.

11–4

Strategy-Driven Budgeting: Allocating Resources

♦ Screen resource requests carefully.

♦ Approve only those that contribute to strategy execution.

♦ Provide the level of resources necessary for the success of strategic initiatives.

♦ Shift resources to higher-priority activities where new execution initiatives are needed.

11–5

INSTITUTING POLICIES AND PROCEDURES THAT FACILITATE STRATEGY EXECUTION

♦ Policies and operating procedures facilitate strategy execution by:

● Providing top-down guidance regarding how things need to be done.

● Helping ensure consistency in how execution-critical activities are performed.

● Promoting the creation of a work climate that facilitates good strategy execution.

11–6

11.1How Policies and Procedures Facilitate Good Strategy Execution

11–7

USING PROCESS MANAGEMENT TOOLS TO STRIVE FOR CONTINUOUS IMPROVEMENT

Managing for Continuous

Improvement

Best Practices

Benchmarking

Process Reengineering

Total Quality Management

(TQM)

Six Sigma Quality

Programs

11–8

11.2 From Benchmarking and Best-Practice Implementation to Operating Excellence

The more that organizational units use best practices in performing their work, the closer a company moves toward performing its value

chain activities as effectively and efficiently as possible.

This is what excellent strategy execution is all about.

11–9

Reengineering the Organization

♦ Business Process Reengineering● Involves radically redesigning and streamlining

work effort, flows and processes to achieve dramatic improvements in performance.

● Uses cross-functional teams, cutting-edge technology and information systems to reset and refocus the organization’s strategy.

11–10

Achieving Continuous Improvement

♦ Total Quality Management (TQM )

● Creating a total quality culture bent on continuously improving the performance of every task and value chain activity.

● Is a long-term race without a finish in which success comes slowly in small steps forward (kaizen).

11–11

The Difference between Business Process Reengineering and Continuous Improvement

Top-notch Strategy

Execution and Operating Excellence

Continuous Improvement (TQM, Six Sigma)

Business Process

Reengineering

Aims at one-time quantum

improvement

Aims at ongoing incremental

improvements

11–12

INSTALLING INFORMATION AND OPERATING SYSTEMS

♦ Benefits of Information Technologies● Enable better strategy execution through

data-based decisions● Strengthen organizational capabilities● Allow for real-time tracking of implementation

initiatives and daily operations● Provide monitoring of empowered employee

performance (electronic scorecards)● Build closer relationships with customers

11–13

Instituting Adequate Information Systems,Performance Tracking, and Controls

Employee data

Financial performance data

Customer data

Operations data Supplier/partner/collaborative ally data

Key Strategic Performance Indicators Tracked by Information Systems

11–14

TYING REWARDS AND INCENTIVES TO STRATEGY EXECUTION

Techniques for winning sustained,

energetic commitment of

employees to the strategy execution

process

Providing incentives and an engaging in motivational practices that facilitate good strategy execution.

Striking the right balance between rewards and punishment for individual performance.

Linking employee rewards to strategically relevant organizational performance outcomes.

11–15

Nonmonetary Approaches to Enhancing Motivation

♦ Provide attractive perks and fringe benefits.

♦ Give awards and other forms of public recognition.

♦ Rely on promotion from within whenever possible.

♦ Invite and act on ideas and suggestions.

♦ Create a work atmosphere of caring and mutual respect.

♦ State the strategic vision in inspirational terms.

♦ Share the firm’s critical information with employees.

♦ Maintain attractive office space and facilities.

11–16

Linking Rewards to Strategically RelevantPerformance Outcomes

♦ Focus on and reward results, not effort.♦ Create a results-oriented work environment that focuses

on what to achieve, not what to do.♦ Set strategically-relevant, specific, and measurable

stretch performance goals that are difficult but achievable.

♦ Link the performance goals of each individual in an organizational unit to the unit’s goals.

♦ Reward and recognize as success superior performance in accomplishing the goals.

11–17

Guidelines for Designing Effective Incentive Compensation Systems

♦ Make financial incentives a major, not minor, piece of the total compensation package.

♦ Have incentives that extend to all managers and all workers, not just top management.

♦ Administer the reward system with scrupulous objectivity and fairness.

♦ Keep the time between achieving targeted performance outcome and payment of the reward as short as possible.

♦ Avoid rewarding effort rather than results.