Strategy deployment is complex process of implementation of strategic plans in the company. Strategy deployment activities vary for different companies but most important is unification of the organization around the strategy prepared by the management in order to achieve strategic goals, mission and vision.
Main tasks in strategy deployment
- design of efficient organization structure
- preparing documentation: processes, policies, plans, analyses
- preparing of financial resources needed
- creating controlling and monitoring systems with rewards and metrics of key processes
Stages of implementing strategy
- Actions - should start with the confirmation of the mission (why the organisation exists) and its vision (aim to future results and values). The Organisation have necessary skills to implementing strategy based on mission, vision, value, and strategic analysis. The companies with a formal strategy planning more likely to succeed than companies that do not have such a system in place.
- Learning and continuous improvement practices - anticipates transforming the company into a learning and self-perfecting organization. Employees in such an organization are characterized by commitment to solving problems and constant improvement of quality, safety and reducing costs.
- Strategic support - Companies should invest in IT to successfully run a business. The strategic support of the system provides access to qualitative and quantitative data about customers and sources, revenues and costs. The data should be ordered so that the information between particular departments runs smoothly or automatically. Organizations meet the needs of creating one coherent digital strategy for the entire enterprise and organizing IT structures.
- Strategy supportive policies - A company can achieve strategic goals if top management provides people, equipment, devices and other resources to implement its part of the strategic plan.It includes everyday decisions and actions to maintain consistency.
- Strategic leader - It is the manager's potential to express the vision of the organization and to motivate and convince others to gain this vision. It consists in proposing a grand plan, and then its efficient implementation. The goal of systemic leadership is to undertake strategic interventions ensuring efficient matching of the most important elements of the company's structure.
- Allocate resources - The allocation of resources includes the use of major resources such as money, people and opportunities. It depends on the type of market structure on which the resource exists.
- Monitoring - should begin early on in order to cut an errant strategy before losses or negative impacts become too costly or damaging. All operating objectives needs to be associated with a measure. The actions should be associated targets and track the implementation activities being undertaken and their consequences.
- Corporate culture - determines how employees and company managers interact and support transactions outside the company. The company's culture will be reflected in every aspect of the business. The project's success increasingly depends on the ability to match the people and teams participating in it. A special challenge is the use of corporate culture to improve the effectiveness of cooperation
Process of implementing strategy
In the process of entering into force of the strategy, the preparation of resources and operating conditions and the realignment of the conditions provided for in the plan. The plan can not be implemented rigorously, it is necessary to refer to the actual conditions and requirements, to identify possible only at the stage of implementation. In this step occurs primarily: operationalization purposes or narrow the scope, objectives translate the higher order objectives of a lower order; constructing an appropriate organizational structure and management system, as well as shaping budgets
Successful strategy implementation is key to the succes of the business . This is the action stage of the strategic management process. If the strategy does not work with the business' current structure, a new structure should be installed at the beginning of this stage. Resources or funding for the venture must be secured at this point. Once the funding is in place and the employees are ready, execute the plan
Practices for strategy deployment
- Implementing strategies is not complicated
- Enter an organization that can effectively implement the strategy,
- Shape budgets supporting the implementation of the strategy,
- Adjust the organizational culture to the chosen strategy,
- Be precise when making decisions
Examples of Strategy deployment
- Alignment of Resources: This is the process of making sure that the resources of the organization, such as finances, personnel, and technology, are aligned with the corporate strategy and objectives. This is accomplished by evaluating resource availability and use and then determining how they can be utilized to most effectively reach the company's goals.
- Communication: A key element of strategy deployment is effective communication of the strategy to the organization. The strategy must be clearly articulated to both employees and stakeholders to ensure that everyone understands the goals and objectives of the strategy and how it will be implemented.
- Performance Measurement: Strategy deployment includes the implementation of performance measures to ensure that the strategy is being implemented effectively. Performance measures should be tied to the organization's goals and objectives, and they should be regularly monitored to ensure that the strategy is on track.
- Accountability: Accountability is an important part of strategy deployment, as it ensures that each individual in the organization is held responsible for their actions and their contribution to the strategy's success. This can be done through performance reviews, feedback loops, and other methods of holding each team member accountable.
Advantages of Strategy deployment
Strategy deployment provides many advantages for the companies:
- It helps to align the resources, capabilities and directions of the organization with the set strategic goals. This helps the organization to focus on the most important issues to achieve strategic goals.
- It helps to identify and eliminate the obstacles that can prevent the organization from achieving its goals.
- It ensures that all the employees understand the goal and the strategy of the organization and are working towards the same purpose.
- It helps to identify and develop the right skills and capabilities that are needed to successfully implement the strategy.
- It helps to better manage the risk associated with implementing the strategy.
- It helps to ensure that all stakeholders are informed about the strategy and its progress.
- It helps to ensure that the strategy is continuously monitored and evaluated to ensure its success.
Limitations of Strategy deployment
Strategy deployment can have many limitations, such as:
- Lack of alignment between the strategy and the company's culture. The strategy may not be aligned with the company's values, which could lead to resistance from employees and create a lack of engagement in the process.
- Lack of resources. A lack of resources such as people, time, and money can prevent the strategy from being implemented in full.
- Poor planning. Poor planning can lead to a lack of clarity in the strategy and make it difficult to measure the success of the strategy.
- Poor communication. Poor communication can make it difficult to ensure that all employees understand and are committed to the strategy.
- Lack of feedback. Without regular feedback from stakeholders, it can be difficult to adjust the strategy to changing conditions.
One of the main approaches related to strategy deployment is the balanced scorecard approach. This approach focuses on linking strategic objectives to operational objectives, as well as tracking progress, setting targets, and providing feedback regarding performance. Other approaches related to strategy deployment include:
- Strategic Analysis - This approach involves understanding current and future trends in the external environment to identify and assess opportunities and threats. This helps to ensure that the right strategies are in place to address the changing environment.
- Strategic Planning - This approach involves the development of plans to achieve the desired strategic objectives. It includes the creation of an action plan, budgeting, and resource allocation.
- Strategic Execution - This approach involves implementing the plans and ensuring that they are carried out as planned. It includes monitoring progress, evaluating results, and adjusting plans as needed.
- Strategic Communication - This approach involves engaging stakeholders in the strategy deployment process. It includes communicating the strategy to employees, providing feedback, and gaining support from stakeholders.
In summary, the approaches related to strategy deployment involve understanding the external environment, developing plans, executing plans, and communicating the strategy to stakeholders. These approaches are necessary for effective strategy deployment.
|Strategy deployment — recommended articles|
|Organizational planning — Business drivers — Benefits of planning — Implementation and control of marketing plan — Strategic planning — Strategic control — Process owner — Planning and control — Business risk management|
- Guth, W. D., & MacMillan, I. C. (1986). Strategy implementation versus middle management self-interest. Strategic Management Journal, 7(4), 313-327.
- Mazur, G. H. (1998, August). Strategy deployment for small and medium enterprises. In Proceedings of the International Symposium on Quality Function Deployment. Sydney, August.
- Fevzi Okumus (2015) Towards a strategy implementation framework International Journal of Contemporary Hospitality Management 327-338
- Michael K. Allio (2005) A short, practical guide to implementing strategy Journal Of Business Strategy, 12-21
- William F. Crittenden (2008) Building a capable organization: The eight levers of strategy implementation Business Horizons (2008)51, 301-309
- William F. Crittenden (2008), 303-307
- Fevzi Okumus (2015), 329-334
- Michael K. Allio, 15-19
Author: Weronika Góra