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    Chapter Seven Strategy Implementation: What Can You Understand From The Above Pictures ?

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    Abdi
    Ford has announced a new global structure and leadership changes. [1] Jim Farley has been named the new CEO, replacing Jim Hackett who will retire. [2] Farley will lead Ford's new business units: Ford Blue focused on traditional combustion vehicles, and Ford Model e focused on electric vehicles. [3] The new structure is aimed at accelerating Ford's transition to electric vehicles and better competing with Tesla.

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    Chapter Seven Strategy Implementation: What Can You Understand From The Above Pictures ?

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    Abdi
    35 views15 pages
    Ford has announced a new global structure and leadership changes. [1] Jim Farley has been named the new CEO, replacing Jim Hackett who will retire. [2] Farley will lead Ford's new business units: Ford Blue focused on traditional combustion vehicles, and Ford Model e focused on electric vehicles. [3] The new structure is aimed at accelerating Ford's transition to electric vehicles and better competing with Tesla.

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    Chapt 7 strategy implementation

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    Ford has announced a new global structure and leadership changes. [1] Jim Farley has been named the new CEO, replacing Jim Hackett who will retire. [2] Farley will lead Ford's new business units: Ford Blue focused on traditional combustion vehicles, and Ford Model e focused on electric vehicles. [3] The new structure is aimed at accelerating Ford's transition to electric vehicles and better competing with Tesla.

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    © All Rights Reserved
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    Download as ppt, pdf, or txt
    35 views15 pages

    Chapter Seven Strategy Implementation: What Can You Understand From The Above Pictures ?

    Uploaded by

    Abdi
    Ford has announced a new global structure and leadership changes. [1] Jim Farley has been named the new CEO, replacing Jim Hackett who will retire. [2] Farley will lead Ford's new business units: Ford Blue focused on traditional combustion vehicles, and Ford Model e focused on electric vehicles. [3] The new structure is aimed at accelerating Ford's transition to electric vehicles and better competing with Tesla.

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    You are on page 1of 15

    Chapter Seven

    Strategy Implementation

    What can you understand from the above pictures ?

    1
    strategy implementation

    • strategy implementation involves putting the strategies (or plan) into


    action.
    • includes taking actions consistent with the selected strategies of the company
    at the corporate, business, and functional levels,
     allocating roles and responsibilities among managers (typically through the
    design of organization structure),
     allocating resources (including capital and people),

     setting short-term objectives, and designing the organization’s control and


    reward systems.

    2
    A Framework for the Strategy Making Process

    Vision I
    Corporate m P
    and
    Strategy p e
    Mission
    l r
    Managers’ e f
    Mental m Market o
    Models Set Business
    e Position r
    (Beliefs & Objectives Strategy
    n m
    Understanding t a
    a n
    Business Functional t c
    Definition Strategy i e
    o
    n
    Decisions about

    Feedback 3
    Strategic Management Model

    Short-term
    Objectives
    Create a Set Implement Measure
    Craft a
    Vision or Objectives the and
    Strategy
    Mission Strategy Evaluate
    (Long-term)
    Functional Strategy
    Functional Tactics

    5
    Is there a difference between
    strategy and tactics?

    if so

    Try to distinguish strategy and tactics


    (Reading Assignment )

    6
    Implementation is about action!

    Once the strategy has been formulated it is initiated through


    four interrelated steps:

    1. Creation of short-term objectives

    2. Development of specific functional tactics that create


    competitive advantage

    3. Empowering operating personnel through policies that


    guide decisions

    4. Development of effective rewards

    8
    Implementation Requires

    Functional Functional Tactics and


    Action Policies and
    Strategy Short-term
    objectives Plans Rewards

    Time frame
    Responsibility
    Performance

    9
    McKinsey 7-S

    McKinsey 7-S is a framework for understanding


    effective organizational change.

    Implementation Impacts and is Impacted by the


    components of McKinsey 7-S

    14
    McKinsey 7-S

    Structure

    Skills (organizational, management, employee)

    Staff (management and employee)

    Shared values (culture)

    Style (leadership)

    Systems

    (current) Strategy 15
    Control (Strategic and Operational)

    What does control mean in an organizational context?

    17
    Strategic Control

    Strategic control is concerned with tracking strategy once it


    has been implemented, detecting changes or problems as they
    occur and guiding action whose result will manifest several
    years from the initial execution.

    Premise control: systematically checks whether the premises


    (assumptions) on which the strategy is based are still valid.

    Implementation control: is designed to assess whether the overall


    strategy should be changed in light of results associated with
    incremental actions.

    18
    Strategic Control continued

    Strategic surveillance: monitors a broad range of events inside and


    outside of the firm that are likely to affect the course of its strategy

    Special Alert Control: is a thorough and often rapt reconsideration


    of the firm’s strategy because of a sudden unexpected event

    19
    Operational Control

    Operational controls monitor performance, evaluate deviations


    and initiate corrective action.

    They are designed to monitor, guide and evaluate the firm’s


    progress in meeting short-term objectives.

    Operational controls (e.g., budgets, scheduling resources):

    -set standards of performance


    -measure actual performance
    -identify deviations
    -initiate corrective action
    20
    End

    Thanks

    21
    CASE (HILL 245)

    Ford Has a New CEO and a New Global Structure

    22

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