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If you can not compete with strategic plan then compete with the
implementation of the plan.
Seven Ss for the strategic implementation
Strategy Structure Style
Skills Sta System
Shared Values
Basic Pre-tasks for Implementation
Establishing annual objecties or !oals" #esired outcomes for
indiiduals$ group or entire
organi%ation.
Details of Seven Ss for the strategic implementation
Organizational Structure
o &entrali%ed Vs. decentrali%ed structure
o Issues for organization structuring
'irms internal enironment
'irms long term objecties
'irms type of businesses
Structure & types of business
( single product or single dominant business )rm should consider
functional structure
( )rm with seeral line of businesses that are somehow related
with each others should
employ multi-divisional structure
( )rm in seeral unrelated lines of businesses but want to relate
them and uniti%e them
can be with the strategic business unit*S+,- structure.
( )rm with limited resources but want to maimum use of it
through ensuring the
highest leel of accountability can consider matrix
structure.
Style *leadership-
o Role of the leader
/he &E0 act as the symbol of new strategy
&E0s personal ision 1 strategies in2uences the )rm mission$
key objecties$ tactics
and strategies.
oRole of the strategic leader
Strategic3eader is 4 who direct the organi%ation into the future
implement the strategy
through the structure and set a system of communication to
strategically aware the
management and employees to inform changes of the
organi%ation.
(part of this strategicleader should hae the capability to
#irect the organi%ation into the future
Implement the strategy through structure
(ct as a system of communication to strategically aware the
employees to inform
changes of the organi%ation
o Issues of strategicleader 5.. strategicleader must know 6hen
to step4own and either retire or moe on
Entrepreneurial strategic style
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#esign the game plan
7ust understand when to change the market
Should not be oer ambition
7ust accountable for his strategies$ decisions and
performances
o Role of the Visionary leader
Visionary leader issomeone who is an agent of changes with a
personal ision for thefuture of the )rm and at4least a broad idea
of strategies for perusing the ision.
o &haracteristics of the visionaryleader
3eader often appears to be based on intuition and eperiences
8ossess strategic awareness
#o not re9uire etensie analysis to understand the key success
factors
3eader feel the appropriate strategies for the )rm
3eader reali%e the incremental learning$ 2eibility and
adoption
o /hree steps for the visionaryleaders
/he ision 55 the aspects of the ision
Selling the ision to the stakeholders and the managers
7aking sure : his ision is come true
o Quality of a leader
;ae good education but necessarily need to be literate
(bility to conince people
;ae eperiences
/olerance for ambiguity
!ood personally and hae control oer it
o When a leader fails
;ae opportunity but fail to bring changes
'ail to understand the )rms market
'ail to manage )nance and human resources
0er ambition and fail to understand the situation
Skills *management-
&onceptual skill
;uman skill
/echnical skill
System *rewarding-
Three strategic issues of organization reward
Timing" when to gie reward
Terms" Short or long term
Performancebased
o Why not short term reward
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It is backward looking
'ocusing on short term means forget the long term gain
Inesting in future strategy may bring negatie impacts
o Strategies for rewarding system
3ink reward tightly to the strategic plan
7ust link with indiidual job and performance
