The Role Strategy & Implementation

Table of Contents

I. ODT Overview | Map2-3II. Introduction4-5a. Motivation of Problem5-6b. Problem Defined6c. ArgumentIII. Strategy & Implementation Frameworksa. Conventional Strategic Planningb. Issue Based Strategic Planningc. Organic Strategic Planningd. Real-Time Strategic Planninge. Alignment Model of Strategic Planningf. Inspirational Model of Strategic PlanningIV. Strategic Planning Processa. SWOT Analysisb. PEST Analysisc. Avoid Errors in Financial Analysisd. Green Strategiese. Demise of Strategic PlanningV. Organizational Strategy & ExecutionVI. ConclusionVII. Reference

OUTCOME DIRECTED THINKINGOutcome Directed Thinking (ODT): Thinking that is focused towards driving positive results, which differentiates between Outcome Focused Thinking & Problem Focused Thinking. The main focus of an OTD map is the motivation and solution steps that are necessary to achieve the desired outcomes. The below OTD map reflects both the group and individual processes devised to ensure a positive outcome for FR06 assignment. The steps are inclusive of collaborating on a positive impact statement that was satisfactory for the team coupled with an in-depth discussions surrounding the processes utilized to achieve our desired outcome statement. Initially, we communicated via email in order to validate correct information for all group members. Then we were able to have virtual meetings to determine the assignment responsibilities for each portion of the project. As indicated in the map below, there was an identifying of strengths and balance of power to ensure that the desired POSITIVE OUTCOME was achieved.We utilized the resources put forth in the learning modules along with previous skills acquired via the scenarios in VLeader to gather information for our flash report. There were several outcomes that caused us to be motivated, some of which are a (1) good grade in the course, (2) exemption from exams, (3) and lastly one step closer to obtaining our degrees. Additionally, there were external factors that attempted to impede our progress towards completion, such as (1) different time zones, (2) navigating Blackboard for this course and (3) achieving the desired score on our Final Flash Report. Ultimately we overcame the challenges in order to achieve the positive outcome and complete the assigned project.

Outcome Directed Thinking MapObtaining a score of 90%+ will allow us to pass the course.Obtain a 90%+ score on FR 11 & Presentation

Frantic WorkSchedule

Time Constraints

Positive Outcome StatementMotivationObstacles that prevent us from achieving the outcome

Because of the various time zones and travel schedules we were working with a very tight time table..

Passing this course will help us with our ultimate goal of graduating from the MBA program.

Introduction to Role of Strategy & Implementation{Leadership and learning are indispensable to each other}President John F. Kennedy

Strategy and Implementation FrameworksIt is perceived that a person(s) formal position denotes his or her level of power (Pierce, J tool which brings about both positive and negative outcomes contingent upon its use.

Strategic Planning ProcessThe strategic planning process consists of six steps that upper management can utilize in order to communicate to the rest of the organization. An organization might implement a strategic planning process if it is implementing a new policy or procedure or if an initiative is being executed on a corporate level and the process needs to be communicated across the organization.Below are the steps taken in the strategic planning process and a brief explanation of each:MissionAn organizations mission is the foundation of the organization. It should reflect the culture and purpose of the organization; it should also be supported and reflected by the individuals employed.ObjectivesObjectives are goals that the organization hopes to achieve within set attainable parameters such as time, fiscally or socially.Situation AnalysisOnce an organization has established its objectives, the next step is to look at three key factors which are the current situation, the macro-environment and the micro environment. The macro-environment includes large scale items such as political, economic, social and technological advances. The micro-environment includes items closer to home such as company culture, operational strengths and weaknesses, current market vs. future market and current competitive advantages. Strategy FormulaOnce the organization has a clear picture of its current environment, a formula which includes alternatives can be devised. As identified by Michael Porter, these alternatives include cost leadership, differentiation and focus. These alternatives should be used independently of one another and should not be combined. ImplementationThis is a key piece to the strategic planning process as this step will affect the entire organization and whether or not said plan is integrated smoothly. The main step to implementation is communication; how the information is communicated and in what language it is shared. ControlWhenever carrying out a new plan throughout an organization, there should be a way to measure its success. Therefore benchmarks should be determined prior to implementation, measured during the integration process and then evaluated to see if the plan was a success or not. This process is but an outline. An organizations environments are constantly changing, therefore processes and procedures can also be constantly changing. It is important for an organization to be fluid with these processes as it may need to adjust to more than one change at a time and it may need to adjust quickly.SWOT AnalysisWhen looking at an organizations environment, both internal and external, an overload of information can be collected. One way for an organization to sort all of the information collected is by utilizing a SWOT Analysis. The analysis divides the information into four categories: Strengths, Weaknesses, Opportunities and Threats. Strengths and Weaknesses focus on the internal environment and the Opportunities and Threats focus on the external environment. A SWOT Analysis allows managers to see not only four separate areas of the organization but also how these areas can influence one another. For example, strengths of the organization can lead to potential eye opening opportunities, where weaknesses can show the organization potential areas of threat. Though the analysis can be helpful for an organization, management needs to remember not to over simplify or over complicate any one of the four areas. Doing so could lead to potential misdirection.PEST AnalysisThe PEST Analysis focuses on external influences to an organization, specifically Political, Economic, Social and Technological. There are many external factors that could impact an organization, however these four are completely out of the organizations control and may need to be reactive as opposed to proactive. Below are a list of examples of each of the four categories:Political:Trade regulations and tariffs:TaxationWage legislationIndustrial safety regulationsEconomicSkill level of workforceLabor costsInflation rateExchange rates

SocialEducationDemographicsAttitudesLeisure interests

TechnologicalRecent technology developmentsImpact on cost structureTechnologys impact on product offeringsRate of technological diffusion

Avoid Errors in Financial AnalysisIn the article Eight Ways to Critically Evaluate a Forecast, Adam Gordon points out that forecasting is at its core a prediction of what might occur next. Forecasts may seem like an odd process for an organization to participate in as no one knows the future, but it would also be a competitive disadvantage for an organization not to participate. Gordon gives eight questions an organization should ask itself in order to avoid errors while forecasting.What is the purpose of the forecast?By looking at past history, the forecaster may be able to see a trend and thus is able to create a potential benefit to the organization. Benefits may include monetary savings, a quicker process or an increase in sales.

Is the forecast telling you what will happen or trying to make something happen?Forecasts can be categorized in one of two ways, either a forecast is future-aligning or future-influencing. Future-aligning means the forecaster is attempting to be proactive about the situation in order for the organization to adjust quickly and accurately. Future-influencing means the forecaster is attempting to effect the outcome.Is there too much certainty?When attempting to predict short term goals, it seems reasonable that a forecaster would have many current factors at hand. However, for long term goals, there should be more ambiguity to the forecast as there are less factors in place.Does the forecast rely on experts?Experts have a lot of knowledge on a focused area; that is why they have earned the title of an expert. However there are times when additional factors come into play and an experts knowledge may be too concentrated to help in the forecast.Are blocking forces identified and fully accounted for? There are times when forecasters will come up against what the article terms, blockers and turners. Change does not agree with these individuals. A forecaster must be able to direct the predicted outcome to overcome any barriers and the forecast must be flexible enough if and when it is challenged.Is a machine doing the thinking?In simplest terms a forecast is supposed to take present conditions and show potential future outcomes. There are times when technology can be a great benefit, however technology does lack the ability to use common sense and insight when it comes to potential outcomes.Is the data real or a projection?At times before processed into information, data can be overwhelming. A forecaster needs to present grounded data, which are historical numbers, and projected data which are based on historical numbers but are not grounded.Is the forecast jumping on the bandwagon? When forecasting the ultimate goal is to have all information support the end goal. However one must tread lightly to ensure that the information being presented is indeed based on a true foundation and not just coincidence.Green StrategiesThere are several benefits for an organization to head in the green direction. The first is that it is socially responsible. The social responsibility can then be used as marketing leverage for the public to see that the organization is going green. For example, the article Green Strategies are a Go by David Myron, mentions Trader Joes. This company allows customers to bring in their own bags which allows those who are also green to exercise their beliefs. This has created a loyal customer base not only because of the products the store offers but because of its practices. Another benefit for organizations to go green is that it can influence sales. Again the article mentions Best Buy who promotes recycling old electronics. There is a list of items that Best Buy will accept for recycling. Not only does this encourage individuals to be socially responsible as well, but it also gets them in the door to replace the electronic they are looking to get rid of in one stop. The benefit to that now socially responsible individual is convenience, which for Best Buy leads to sales.Demise of Strategic PlanningAs presented, the strategic planning process can seem simple and easy to implement. However being able to truly implement a corporate wide initiative takes planning and lots of communication between both departments and individuals. It is easy for organizations to look at short term goals rather than focusing and planning for long term goals. This results in a decline of long-term planning amongst corporations. In order to properly execute an organization wide plan it takes not only the necessary time to implement, but also the budget and man power. Managers need to be willing to put in the time to work on implementing the plan not only in their own departments but also be part of the larger picture. They need to be willing to have multiple meetings where they not only assess the current situation but also attempt to answer any questions or overcome any obstacles.Another hurdle in strategic planning is being able to work as a team and as a group come together to understand the end goal, and what that end goal looks like. Communication here is key as everyone has different viewpoints and opinions on matters. Lastly, no one likes to own up to decisions they make that do not end up working out. It is more difficult for individuals who face the public eye as they can be portrayed as poor leaders. Therefore it is important to take the time to think through various scenarios so that the process that is implemented ends up having a positive effect on the organization. Organizational strategy and execution

The strategy paradox states that many approaches are constructed on beliefs about a future that cannot be predicted. The strategies that may lead corporations to success may be the same that lead them to complete disaster (1). However the paradox lies in the fact that the commitments an organization takes now often depend on the circumstances of the future with results in uncertainty. As a result, the strategy is that a corporation may need to commit to a strategy regardless of the uncertain future. An organization can reduce this uncertainty by developing strategic flexibility to actively anticipate potential scenarios, create ideas/options for each scenario, to build data about the best options and operate those options. It is our position that corporations who desire to succeed will build on long-term commitments to strong strategic principles. As a result, one of the costs of this commitment is less flexibility, but good strategies may be often difficult to redirect or change. Further, adaptability is a response that universally must be present in any corporation and should not be considered a competitive advantage. Flexible strategies include asking the appropriate questions that demand critical thinking over options and uncertain future and time frames. Further, the dimensions of uncertainty and its should be defined and measured. Reducing scenarios by eliminating inconsistencies and identifying probabilities of options needs to be undertaken.Four primary management practices Companies who succeed keep focus on their strategy, their primary or core line of business through an articulated delivery that includes:1. Offer customers value in their purchase, understanding the need of the customer and the capability of the company.2. Develop strategy through feedback of customers and investors and not on instinct.3. Monitor market and adapt to trends4. Communicate strategy with stakeholders and customers.5. Grow core business. Winners grow their core before pursuing other ventures (2).Further, companies with good operations consider meeting customer expectations. While the product may not necessarily be the best, the company addresses the need or expectations that the customer holds which results in a relationship of trust. Empowering employees to respond to the needs and address customer concerns is also crucial. Finally, companies who focuse on processes that meet the customer expectations address the concept of cutting the red tape. For example eliminating processes of waste or inefficient processes that have customers work extra to get to the desired outcomes should be eliminated.The culture in a successful firm requires maximum performance and serving customers in the following1. Making a organization environment where every employee is responsible for corporate success by allowing employees to make decisions to improve on operations.2. Raising expectations constantly and rewarding achievement through recognition and monetary compensation.3. Creating a friendly and fun environment that challenges employees to perform while avoiding high-anxiety or high-stress environments.4. Articulate clear vision, values, while communicating with employees.The structure of an organization that matters is its simplicity to reduce the bureaucracy and build on cooperation and sharing of resources and information while putting the employees who serve customers in a frontline position in a role that allows them to make decisions that make a difference. (3)1. Raynor, Michael. (2007). The Strategy Paradox: Why Committing to Success Leads to Failure (and What to do about it). New York: Currency Books.2. Joyce, William. (2003). What (really) Works: The 4+2 formula for sustained Business Success. New york: Harper Collins.3. Cascio, Wayne. (2003). Responsible Restructuring: Creative and Profitable Alternatives to Layoffs. San Francisco, CA: Berrett-Koehler.

CONCLUSION.

ReferencesPierce, J. L. 2011. The Managers Bookshelf: A Mosaic of Contemporary Views. 9th Ed. Upper Saddle River, N.J.: Prentice Hall, Print.McNamara, C. (n.d.) Basic Overview of Various Strategic Planning Modules. Retrieved from http://managementhelp.org/strategicplanning/models.htm#one

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