https://www.toolshero.

com/strategy/grand-strategy-matrix/

The Grand Strategy Matrix is a handy tool as well, when it comes to formulating feasible strategies.
Grand Strategy Matrix has grown into a powerful tool for coming up with alternative strategies. The
model is based on two dimensions plotted along a vertical and a horizontal axis; the vertical axis
represents market growth, varying from slow to fast growth. The horizontal axis represents the
organisation’s competitive position, which may range from weak to very strong. These data combine
to create four quadrants, in which organisations can be positioned so that selecting suitable
strategies can be easily researched. Both a company’s current growth and its competitive status
count as important factors. The model also allows businesses that are split into multiple divisions to
formulate a best strategy for each of those divisions (product groups).

http://www.maxi-pedia.com/SPACE+matrix+model+strategic+management+method

The SPACE matrix is a management tool used to analyze a company. It is used to determine what
type of a strategy a company should undertake.

The Strategic Position & ACtion Evaluation matrix or short a SPACE  matrix is a strategic

management tool that focuses on strategy formulation especially as related to the competitive
position of an organization.

The SPACE matrix can be used as a basis for other analyses, such as the SWOT analysis, BCG
matrix model, industry analysis, or assessing strategic alternatives (IE matrix).

http://www.maxi-pedia.com/internal+external+IE+matrix

The Internal-External (IE) matrix is another strategic management tool used to analyze working

conditions and strategic position of a business. The Internal External Matrix or short IE matrix is
based on an analysis of internal and external business factors which are combined into one
suggestive model.

The IE matrix is a continuation of the EFE matrix and IFE matrix models

https://businessanalystlearnings.com/ba-techniques/2016/4/3/how-when-to-use-the-bcg-matrix-
technique

The Business Analyst may employ the BCG Matrix to assist the business in evaluating its product
lines to determine which are profitable or otherwise, based on these two dimensions

1) Growth rate: How is the product growing in the market relative to other

products?
2) Market share: What portion or size of the market has the product garnered

relative to competition?

http://www.maxi-pedia.com/quantitative+strategic+planning+matrix+QPSM

Quantitative Strategic Planning Matrix (QSPM) is a high-level strategic management approach for

evaluating possible strategies. Quantitative Strategic Planning Matrix or a QSPM provides
an analytical  method for comparing feasible alternative actions. The QSPM method falls within so-
called stage 3 of the strategy formulation analytical framework.

When company executives think about what to do, and which way to go, they usually have
a prioritized list of strategies. If they like one strategy over another one, they move it up on the list.
This process is very much intuitive and subjective. The QSPM method introduces some numbers into
this approach making it a little more "expert" technique.

Strategic Implementation

Once an organization creates a strategy, it needs to be implemented, and then executed. Here are
the high-level steps in strategic implementation (which we will discuss in detail later):

 Communicate

 Align initiatives with strategy

 Engage staff and outside stakeholders

 Allocate resources

 Make structural adjustments

 Create strategic evaluations

However, implementation requires the participation of the entire organization, so implementation is

as important — if not more so — than the strategy itself

Key Leadership Theories for Implementation Strategy

Blue Ocean Theory

 What It Is: It sprang out of a marketing theory with the same name, which posits that
companies should create opportunities in market areas where there isn’t much competition
to provide greater growth opportunities. For example, Southwest Airlines became a major
player by combining customer-focused service, low prices (partly achieved by flying from
secondary airports and partly by using only a single aircraft), and flying to underserved areas.
As a leadership theory, Blue Ocean tasks leaders with undertaking the activities that increase
 team performance, listening to feedback from all parts of their organization, and developing
leaders at all levels.

 How It Can Help with Strategic Implementation: Having leaders at many levels focus on
activities that increase team performance and listen to every level, the strategies they
develop will be easier to implement. This method helps the leaders generate some built-in
buy-in. By walking the leadership walk, others are more likely to follow along.

Examples of Successful and Unsuccessful Implementation Strategies

As previously mentioned, because strategy formulation, implementation, and execution are

intertwined, it may difficult to know which phase is the cause of strategic failure. Here are some
quick examples of success and failure where implementation is key.

Wal-Mart: The corporation became the retail giant they are by having low prices. They made lower
margins by having high volume. In order to do that, they implemented a supply chain strategy that
reduced operating costs. As they grew, their strategy was to use their size as a bargaining chip with
suppliers to get even lower prices.

J.C. Penney: Penney’s was a major retailer in the U.S. for many years, but when the landscape
changed, they kept doing the same things. When the company finally brought in new leadership in
2011, they implemented a strategy that eliminated coupons that customers used and lowered their
regular prices. They also changed their retail mix. When sales began to fall, they maintained their
implemented strategy without adjusting. If they had taken advantage of the data from strategic
evaluations and had responded appropriately, they might have been able to salvage the parts of
their strategy that were working.

Apple: In the late 1990s, Apple was close to going out of business. They had many products that
didn’t sell. When Steve Jobs returned, he implemented a strategy that reduced the number of
products, and worked to develop new ones. This approach eventually led to the invention of the
iPod. The iPod was not the first MP3 player, but it was the first to catch on because of its ease of use
and storage capacity. This, in essence, was an application of the Blue Ocean theory: Apple found a
market segment that wasn’t very competitive, and created a product that was better than what was
available. For a long time, Apple was the dominant player in that market segment.

Google: While Google is successful in most ventures (search, email, maps), they have had some
notable stumbles. One is Google Glass, the company’s wearable computer. While the idea was good,
the device was very expensive, was not easy to use, there were concerns about privacy, and was an
unattractive pair of glasses. Mostly, there was no real compelling reason to use it. Google Glass was
a failed application of the Blue Ocean theory, and also another failure to adapt to data from strategic
evaluations.

McKinsey 7S Framework

The McKinsey 7S framework is an organizational tool developed at the McKinsey &

Company consulting firm in the 1980s, by Robert H. Waterman and Tom Peters. The framework can
be used in many ways, including to determine how well an organization is prepared to change in
order to implement a strategy.

Here are the 7Ss:

1. Strategy: What needs to to be implemented

2. Structure: The chain of command

3. Systems: The tools used to perform tasks and complete processes

4. Skills: What employees can do

5. Style: How the leaders lead

6. Staff: The employees

7. Shared Values: The core values, expressed through the corporate culture

These can be divided into the hard Ss (Strategy, Structure, Systems), which are tangible, and the soft
Ss (Skills, Style, Staff, Shared Values), which are intangible. In order to ensure smooth
implementation, align each of these categories.