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Strategic Implementation. The Implementation Process. Strategic Plan Assumptions and Projections Mission Corporate Objectives Strategies. Actions Re-structuring Acquisitions/Investment Change Management Change Agents. Resource, allocation and budgeting. Strategic Choice.

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slide2

The Implementation Process

Strategic Plan

Assumptions and Projections

Mission

Corporate Objectives

Strategies

Actions

Re-structuring

Acquisitions/Investment

Change Management

Change Agents

Resource,

allocation

and budgeting

Strategic Choice

Maintaining Control

Objectives of Targets

Performance Measurement

example of a strategic plan lord chancellor s department
Example of a Strategic Plan(Lord Chancellor’s Department)

A written document (40 pages) containing five major elements:-

  • Foundations
    • fundamental aim - to ensure efficient and effective administration of justice
    • strategic priorities - to contain legal aid costs
    • principles - to protect and advance the rule of law
  • Key challenges with strategic objectives (“issues”)
    • strategic objective: to ensure access to justice whilst reducing its cost to the parties
    • target: to enable parties to resolve their disputes more speedily
  • Plans for the future
    • e.g. explains more about measures taken by Lord Chancellor in July 1993 for improving procedures for judicial appointments
  • Facts and figures
    • e.g. organisation chart; allocation of resources to court services, legal aid etc; staffing numbers; cases, committals etc
  • Progress against plan
    • brief narrative on what has been achieved
slide4

Actions that may be associated with Strategic Implementation

Re-structuring - changing shape of the organisation and relationships

Acquisitions/Investment - of third party organisations

Change Management - new working practices, new relationships etc.

Change agents -internal or external

types of change
Types of Change

Nature of change

Incremental chamge

Transformational change

Tuning

Planned

Transformation

Proactive

Management role

Forced

Transformation

Adaption

Reactive

Examples

Tuning: change in procedures

Adaption: new working conditions

Planned transformation: re-structuring

Forced transformation: privatisation, merger

schein s change process
Schein’s Change Process

UNFREEZE

existing

behaviour

attitude/

behaviour

change

REFREEZE

new

behaviour

Unfreezing tends to be the hardest part of the process. It is also

the the most neglected part of the process. External threats, in a

variety of different forms often help. If change involves culture

this is particularly difficult because it is embedded in the

organisation - hence external triggers e.g. change agent

styles of managing change
Styles of Managing Change
  • Education and Communication
    • involves explanation of the reasons for and means of change
  • Collaboration
    • involves participation by those affected by the change. It may extend to identification of strategic issues, setting the agenda and planning the implementation
  • Intervention
    • is the co-ordination of and authority over the processes of change by a change agent who delegates elements of the change process
  • Direction
    • involves the use of personal managerial authority to establish a clear future strategy and how change will occur
  • Coercion
    • is the imposition of change or the issuing of edicts about change
key competences of change agents
Key Competences of Change Agents

Goals

  • Sensitivity to changes
  • Clarity in specifying goals
  • Flexibility in responding to changes

Roles

  • Team-building abilities
  • Networking skills
  • Tolerance of ambiguity

Communication

  • Communications skills - transmitting ideas and listening
  • Interpersonal skills
  • Personnal enthusiasm
  • Motivating skills

Negotiation

  • Selling ideas
  • Bargaining for resources etc.

Managing upwards

  • Political awareness
  • Influencing skills
  • “helicopter” perspective
balanced scorecard and strategy
Balanced Scorecard and Strategy

“ Most companies’ operational management and control systems are built around financial measures and targets, which bear little relation to the company’s progress in achieving its long term strategic objectives”

R. Kaplan and D.P. Norton (1992)

the essence of the balanced scorecard
The Essence of the Balanced Scorecard

The Balanced Scorecard aims to provide answers to 4 questions:-

  • How do we look to shareholders/stakeholders?
    • The financial perspective made up of income, ROCE, payback etc
  • How do customers/clients see us?
    • Measures such as complaints, response times, queues etc
  • What must we excel at?
    • The internal perspective that looks at processes such as productivity, quality etc.
  • How can we continue to improve and create value?
    • Growth and learning perspective - lead times, rates of improvement etc.
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THE BALANCED SCORECARD LINKS PERFORMANCE MEASURES

How do we look to Shareholders?

Financial perspective

Goals

Measures

What Must We Excel at?

How do Customers See Us?

Internal

Business Perspective

Customer Perspective

Goals Measures

Goals measures

Innovation and

Learning perspective

Goals measures

Can we continue to Improve and Create Value

slide13

THE BALANCED SCORECARD Hospital Laboratory application

How do we look to Shareholders?

Financial perspective

Goals

Measures

What Must We Excel at?

How do Customers See Us?

Survive

Within budget

External income

% new contracts

Payback

Internal

Business Perspective

Customer Perspective

Goals Measures

Goals measures

Quality

% accuracy

faults

Downtime

Response time

Number of complaints

% results on time

% errors

Satisfy

Safety

Innovation and

Learning perspective

Goals measures

Training days per

member of staff

% graduates

Equipment-average age

Staff

Eqpt

Service

Can we continue to Improve and Create Value