Strategy Implementation

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Introduction

Implementing a strategy in the organisation entails making changes to several areas such as processes, policies and people. Before going ahead full steam with the execution of a strategy, we must understand the dependencies and risks involved, as well as the resources involved and their availability.

There are different techniques that help us before, during and after the strategy implementation. These include...

McKinsey's 7-S Model (Identify the dependencies with a strategic change)
Balanced Business Scorecard (Assess factors & their impact, from multiple views)
POPIT / 4-View Model (Holistic view of the organisation)
CCPOLDAT Framework ( Multiple perspectives to understand impact)
Force-Field Analysis (Identify factors supporting & opposing change)
Critical Success Factors/KPI/PT (Measures & metrics for monitoring implementation)

To implement a strategy in the organisation requires clarity of vision, ownership and commitment from the senior management. These are complemented by a deeper understanding of the dependencies, constraints and challenges at numerous levels inside as well as external to the organisation.

The following elements help in the decision-making and setting of directions in the process of implementing strategies:

Leadership - Clarity of vision, empowerment, focus on people and commitment
Scope - Size and magnitude of the initiative/project/program
Capability - expertise, competencies and skills, prior experience
Readiness - preparation of resources, processes and materials
Time - Schedules, duration of the initiative, milestones

Scope

Strategy implementation is primarily an internal task focused on leveraging the resources and capabilities, considering the external opportunities and threats too.