By C. Davis Fogg
This consultant addresses the strategic swap technique: turning strategic matters into assigned, measurable activities; fostering artistic management; elimination resistance; aligning company and departmental plans; utilizing groups safely; source allocation; and becoming implementation into the method.
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Example text
Desire Any plan no matter how good, how in tune with market direction, and how penetrating its nascent strategy is worthless unless the CEO and the rest of the top management team have a burning desire to make it happen at all reasonable and ethical costs. They must be willing to bear the pain of implementation. They must be willing to put an organization under stress and sometimes make tough decisions that will cause others pain. They need to go into the process recognizing that there will be several years of some degree of organizational turmoil.
Modify as objectives are met and business situation changes. drive down into the organization. Modify as objectives are met and business situation changes. Modify as objectives are met and business situation changes. Use of Implementation Keys in Each Change Phase (continued) Page 25 Key Phase 1 Phase 2 Phase 3 Phase 4 Strategic planning Complete strategic plan developed Planning process becomes the spine for: Changing direction Deciding when to use the 18 keys to implementation Priority issues revised First objective survey of markets, customers, and competition completed First survey of internal culture and climate completed Priority issues revised Continuing measures of market performance established "Ground-up" strategic plan repeated Accomplishments Fix-the-ship priority issues identified Some crucial strategic issues identified Little tangible progress except: Budget and people cuts Organization structure and some managerial changes Many fix-the-ship issues completed Work started on true strategic issues Profitability improvements seen Some improvement achieved in strategic objectives such as service Beginning fruits of strategic change, such as new products and penetration of new markets, see Financial performance and performance versus strategic objectives significantly improved Substantial strategic change and ability to continue it achieved Strategic objectives constantly hit and the bar frequently raised Strategic Planning and Tangible Accomplishments by Phase Page 26 once the leaders make up their minds to develop the plan, they want the basic plan completed quickly.
5 Change the organization structure fast. Restructure the organization to fit new strategy if needed. Fine-tune. Continue as needed. Continue as needed. 6 Change the people fast. Get the right people in the right place quickly. Make second round of people changes. Continue as needed. Continue as needed. Use of Implementation Keys in Each Change Phase (continued) Page 19 Key Phase 1 Phase 2 Phase 3 Phase 4 7 Foster creative leadership and mental toughness. "ABCD" managers and supervisors. Select "leverage" leaders for leverage jobs.
