Adaya, Reymond

MKT-MGT 4102
Strategic Management
STRATEGY IMPLEMENTATION
Strategy Implementation and its Process

I learned that implementing a strategy is the second step next to strategy formulation in
the strategic planning process, where planning and strategy are carried out to help companies
achieve their goals and objectives. If the strategy formulation relates to the “what” and “why” of
an organization’s activities, strategy execution boils down to “how” the action will be performed,
“who” will perform it, “when” and ``how often and “where” the activity will be held. Basically,
this is where the actual actions of the strategic management process take place considering that
tactics are translated into action on this process. Since it’s all about execution, effective
implementation of the strategy is supported by five main components or factors. These factors
are people, resources, structure, system and culture to implement a planned strategy. Strategy
implementation is important because a well formulated strategy will fail if not implemented
properly. It should be noted that strategy implementation is a cohesive work of an organization to
ensure its effectiveness in achieving what’s planned.

Basic Features of Strategy Implementation

I learned the basic features of strategic implementation and these include action oriented
(should be actionable), varied skills (involves wide-ranging skills), wide involvement
(participation from all levels of organization), broad scope (managerial and administrative
activities), and integrated process (interdependent). These features of the implementation process
allow the organization to maximize the potential of implementing strategies. However, there are
some common pitfalls that hinder the strategic implementation process. Understanding these
challenges in executing a strategy helps companies avoid the most common pitfalls and better
prepare them for success. The following pitfalls include over commitment, poorly defined
objectives, poorly crafted implementation plans, hidden resistance, poor follow through, and
distraction. That being said, companies should properly evaluate and cascade the plan on a
regular basis in order to ensure that everyone in the organization is on the same page.
Avoiding the Implementation Pitfalls

Since there are some common pitfalls during the process of implementing a strategy, it is
important to avoid these barriers. Basically, there are five reasons why strategic plans fail. First
on the list is that the plan is too complex resulting in ambiguity and confusion within the
functional areas of the organization. Also, the plan doesn’t address and resolve current problems
as a result of being more focused on the future. Also, the plan is just a budget and it doesn't
emphasize accountability. The company needs to make sure that everyone is on the same page
and ready to make the necessary changes to successfully align with the strategic plan regardless
of which junior or senior position they have. Finally, there should be a minimal reliance on
spreadsheets because there are multiple issues with the static spreadsheet approach. In terms of
how they can avoid these implementation pitfalls, there should be a commitment from the top to
low level management, a well-established vision, the right set of people to implement the plan,
and a thorough understanding of the strategy implementation process.

Cascading the Plan

After having a well-defined strategy to be implemented, the next thing to do is to cascade

the plane. Cascading the plan means making informed decisions to all levels of the organization
so that it can be successfully executed. The first step is to clarify the parts of the strategy that are
mandatory, directed, or autonomous at the overall and individual levels, and empower employees
to apply it to their actions. Next is to execute the strategy from the low level management up to
the executives to give managers the opportunity and authority to develop meaningful and
relevant goals, as long as they are consistent with the company's overall priorities. Finally, to
monitor and evaluate progress to make sure that the organization is moving in the right direction
and that employees and their managers are implementing the strategy as planned. The
importance of cascading the plane is that it makes everyone aware of the goals and objectives to
be achieved within a specific period of time.

Strategy Implementations Issues

Basically, strategy implementation can be examined by considering the impact of

corporate culture and the resistance of employees to change in implementing new strategies.
This can be explained as a micro-organizational issue related to the behavior of individuals
within the organization and how individual actors within a large organization view the
implementation of the strategy. In order for a strategy to be developed and successfully
implemented within an organization, it must be in perfect alignment with the corporate culture.
Thus, initiatives and goals are needed to be established within an organization to support and
establish an organizational culture that covers the organization's strategy over the long term.
Macro-organization issues, on the other hand, are large system-wide issues that affect many
people within an organization. There are some important internal subsystems of an organization
that need to be coordinated to successfully implement a new organizational strategy. This
includes technology, reward systems, decision-making processes, and structure.

Role of Top Management

The success or failure of any organization is largely determined by the top-level

management. In general, they are the ones who determine the direction of the operation and play
a strategic role in the organization. The top-level management formulates and designs the
organization's policy, mission, vision, goals, and objectives. In addition, to run a successful
business, they must frame all of these things in a way that is strategically aligned with the
business. They must also provide proper direction in the business's operations. It should be
remembered that all strategies must be in line with the company's mission and vision. All of the
business's strategies must be developed with the utmost care by top-level management as well.
Before developing a strategy for all functional areas of a business, top-level management must
consider all market dynamics related to the business. Key positions in the organization must also
be filled by top-level management and finally, staffing must be done strategically by analyzing
the employee's knowledge, skills, and attitude.

Market Segmentation and product Positioning as a Strategy Implementation tools

Market segmentation is the division of a market into distinct subsets of customers based
on needs as well as purchasing habits. It is typically divided into four groups: demographic,
geographic, behavioral, and psychographic. Market segmentation is based on the premise that a
single product item does not typically appeal to all consumers. As a result, marketing strategies
typically focus their marketing efforts on specific products or services. It is critical in strategy
implementation because it can serve as the foundation for strategies such as market development,
product development, market penetration, and diversification. Following the segmentation of the
market, the next step is to discover what customers want and expect. Product positioning entails
creating schematic representations that show how your products or services compared to
competitors will meet the needs and desires of specific consumer groups. Indeed, market
segmentation and product positioning contribute a lot to strategic management as these serve as
basis for strategy to be implemented.