MNG3702
EXAM PACK
.
,
, LESSON .1
INTRODUCTION .TO .STRATEGY .IMPLEMENTATION
.AND .CONTROL
Define .the .term .strategic .management
Strategic .management .is .the .process .for .planning, .implementing .and .controlling
.strategy .for .the .organisation.
The .purpose .of .strategic .management .is .to .ensure .that .the .organisation .applies .four .key
.elements, .namely:
1. A .clear .and .consistent .long-term .strategic .direction .in .terms .of .what .the
.organization .wants .to .achieve .in .future
2. A .profound .understanding .of .the .external .environment .to .ensure .that .the
.organisation .is .able .to .align .itself .with .opportunities .and .to .deal .with .threats
.as .effectively .as .possible
3. An .objective .knowledge .of .the .key .resources, .capabilities .and .weaknesses .that
.the .organisation .possesses .as .well .as .their .value .to .allow .the .organisation .to
.build .on .these .and .develop .a .distinct .competitive .advantage
4. A .proper .alignment .of .organisational .strategies, .structure, .systems, .culture, .and
.functional .and .operational .management .(collectively .referred .to .as
.organizational .architecture) .to .ensure .the .effective .implementation .of .strategic
.plans, .portfolios, .programmes, .projects .and .initiatives
Demonstrate .an .understanding .of .where .strategy .implementation .and .control
.fits .into .the .strategic .management .process
Strategic .management .refers .to .the .process .for .planning, .implementing .and .controlling
.the .strategy .of .the .organisation. .It .therefore .consists .of .three .components, .namely
.strategic .planning, .strategic .implementation .and .strategic .control.
Strategic .implementation- .its .the .doing .part .where .both .human .and .non-human
.factors .in .the .organisation .are .applied .to .ensure .that .the .strategy .is .executed .in
.line .with .the .devised .plans. .It .consists .of .three .elements .namely .change
.management, .organizational .learning .and .resource .allocation
Strategic .control- .entails .control .measures .ensuring .that .strategies .are .on .track.
.It .reviews .and .provides .feedback .to .the .formulation .and .implementation .phases
. MNG3702 .EXAM .CLASS . PACK . TRYMPH . EDUCATION . 2022.© .
Page .2 .
, LESSON .2/CHAPTER .8
.STRATEGY .IMPLEMENTATION .AS .CHANGE
MANAGEMENT
Explain .the .various .barriers .to .successful .strategy .implementation
Kaplan .and .Norton .(2001) .identified .the .following .four .main .barriers .to .successful .strategy
.implementation:
1. The .people .barrier- .Organisational .management .does .not .link .incentives .to
.strategy .implementation, .which .is .indicated .as .a .people .barrier.
2. The .vision .barrier- .Organisational .management .does .not .ensure .that .its
.workforce .has .a .thorough .understanding .of .the .strategy .that .the .organisation
.intends .to .implement .in .order .to .realise .its .vision, .which .is .indicated .as .the .vision
.barrier.
3. The .management .barrier- .Executive .teams .do .not .spend .sufficient .time
.managing .organisational .strategy, .which .is .indicated .as .the .management .barrier.
4. The .resource .barrier- .Organisations .do .not .link .sufficient .resources .to
.strategy .execution, .which .is .referred .to .as .the .resource .barrier.
Explain .the .principles .in .overcoming .the .barriers .to .strategy .implementation
Kaplan .and .Norton .(2001) .highlight .five .principles, .which .they .call .the .“principles .of
.a .strategy-focused .organisation”:
Principle .1: .Translate .the .strategy .into .operational .terms- .The .first .principle .refers .to
.the .translation .of .the .corporate .strategy .into .the .logical .architecture .of .a .strategy .map
.and .balanced .scorecard .(BSC) .to .specify .the .details .of .the .critical .elements .of .the
.corporate .strategy.
Principle .2: .Align .the .organisation .to .its .corporate .strategy- .Organisations .consist .of
.various .sectors, .business .units .and .functional .departments, .each .with .its .own .operations
.and .often, .each .with .its .own .strategies.
Principle .3: .Make .strategy .everybody’s .job- .Senior .management .and .other .strategists
.cannot .implement .strategies .on .their .own .– .they .need .the .actions .and .ideas .from
.everyone .in .the .organisation.
Principle .4: .Strategy .as .a .continual .process- .The .fourth .principle .introduces .strategic
.management .as .a .double-loop .process, .which .integrates .the .management .of .tactics .with .the
.management .of .strategy.
Principle .5: .Mobilise .leadership .for .change- .Principles .1 .to .4, .focus .on .the .BSC .tool,
.framework .and .the .processes .that .support .it. .Becoming .a .truly .strategy-focused
.organisation .requires .more .than .tools .and .processes. .Firstly, .it .requires .ownership .and
.involvement .of .the .executive .team. .Secondly, .it .requires .change .from .virtually .every .part
.of .the .organisation.
EXAM PACK
.
,
, LESSON .1
INTRODUCTION .TO .STRATEGY .IMPLEMENTATION
.AND .CONTROL
Define .the .term .strategic .management
Strategic .management .is .the .process .for .planning, .implementing .and .controlling
.strategy .for .the .organisation.
The .purpose .of .strategic .management .is .to .ensure .that .the .organisation .applies .four .key
.elements, .namely:
1. A .clear .and .consistent .long-term .strategic .direction .in .terms .of .what .the
.organization .wants .to .achieve .in .future
2. A .profound .understanding .of .the .external .environment .to .ensure .that .the
.organisation .is .able .to .align .itself .with .opportunities .and .to .deal .with .threats
.as .effectively .as .possible
3. An .objective .knowledge .of .the .key .resources, .capabilities .and .weaknesses .that
.the .organisation .possesses .as .well .as .their .value .to .allow .the .organisation .to
.build .on .these .and .develop .a .distinct .competitive .advantage
4. A .proper .alignment .of .organisational .strategies, .structure, .systems, .culture, .and
.functional .and .operational .management .(collectively .referred .to .as
.organizational .architecture) .to .ensure .the .effective .implementation .of .strategic
.plans, .portfolios, .programmes, .projects .and .initiatives
Demonstrate .an .understanding .of .where .strategy .implementation .and .control
.fits .into .the .strategic .management .process
Strategic .management .refers .to .the .process .for .planning, .implementing .and .controlling
.the .strategy .of .the .organisation. .It .therefore .consists .of .three .components, .namely
.strategic .planning, .strategic .implementation .and .strategic .control.
Strategic .implementation- .its .the .doing .part .where .both .human .and .non-human
.factors .in .the .organisation .are .applied .to .ensure .that .the .strategy .is .executed .in
.line .with .the .devised .plans. .It .consists .of .three .elements .namely .change
.management, .organizational .learning .and .resource .allocation
Strategic .control- .entails .control .measures .ensuring .that .strategies .are .on .track.
.It .reviews .and .provides .feedback .to .the .formulation .and .implementation .phases
. MNG3702 .EXAM .CLASS . PACK . TRYMPH . EDUCATION . 2022.© .
Page .2 .
, LESSON .2/CHAPTER .8
.STRATEGY .IMPLEMENTATION .AS .CHANGE
MANAGEMENT
Explain .the .various .barriers .to .successful .strategy .implementation
Kaplan .and .Norton .(2001) .identified .the .following .four .main .barriers .to .successful .strategy
.implementation:
1. The .people .barrier- .Organisational .management .does .not .link .incentives .to
.strategy .implementation, .which .is .indicated .as .a .people .barrier.
2. The .vision .barrier- .Organisational .management .does .not .ensure .that .its
.workforce .has .a .thorough .understanding .of .the .strategy .that .the .organisation
.intends .to .implement .in .order .to .realise .its .vision, .which .is .indicated .as .the .vision
.barrier.
3. The .management .barrier- .Executive .teams .do .not .spend .sufficient .time
.managing .organisational .strategy, .which .is .indicated .as .the .management .barrier.
4. The .resource .barrier- .Organisations .do .not .link .sufficient .resources .to
.strategy .execution, .which .is .referred .to .as .the .resource .barrier.
Explain .the .principles .in .overcoming .the .barriers .to .strategy .implementation
Kaplan .and .Norton .(2001) .highlight .five .principles, .which .they .call .the .“principles .of
.a .strategy-focused .organisation”:
Principle .1: .Translate .the .strategy .into .operational .terms- .The .first .principle .refers .to
.the .translation .of .the .corporate .strategy .into .the .logical .architecture .of .a .strategy .map
.and .balanced .scorecard .(BSC) .to .specify .the .details .of .the .critical .elements .of .the
.corporate .strategy.
Principle .2: .Align .the .organisation .to .its .corporate .strategy- .Organisations .consist .of
.various .sectors, .business .units .and .functional .departments, .each .with .its .own .operations
.and .often, .each .with .its .own .strategies.
Principle .3: .Make .strategy .everybody’s .job- .Senior .management .and .other .strategists
.cannot .implement .strategies .on .their .own .– .they .need .the .actions .and .ideas .from
.everyone .in .the .organisation.
Principle .4: .Strategy .as .a .continual .process- .The .fourth .principle .introduces .strategic
.management .as .a .double-loop .process, .which .integrates .the .management .of .tactics .with .the
.management .of .strategy.
Principle .5: .Mobilise .leadership .for .change- .Principles .1 .to .4, .focus .on .the .BSC .tool,
.framework .and .the .processes .that .support .it. .Becoming .a .truly .strategy-focused
.organisation .requires .more .than .tools .and .processes. .Firstly, .it .requires .ownership .and
.involvement .of .the .executive .team. .Secondly, .it .requires .change .from .virtually .every .part
.of .the .organisation.
