A strategy for business improvement
People; Three factors are deemed necessary for the success of a strategic plan implementation. These are the inclusion of all organization members, the role of the senior management and the sharing of responsibility of these groups (Mittenthal, 1996). Strategic planning should involve all members of the organization `All ‘ would include the company staff, serving and future board members consumers and partner organizations. The objective is to integrate the opinion and suggestion of each sector toward the development of a more efficient strategic plan.
The weight of input of each sector would depend on their relativity of their role in the organization (Porter, 1996). From these sectors, committees or task forces can be created as required by the strategic plans and implementation. Therefore, the objective is representation of each sector without sacrificing the efficiency and size of these newly installed groups and of the program as a whole. Moreover, emphasis on each sector’s strengths and weaknesses would be very beneficial since frameworks can be easily laid while future problem areas can be faced with specific contingency plans (DFP 2003).
Senior management plays a crucial role in strategic plan implementation senior management should take a hands-on and active participatory role for the success of the implementation. Written and verbal endorsement of the planning committee itself, plans and achievements are very tangible signs of support from the senior management. In addition, senior management is primarily expected to assure the different company sectors of the availability of funds and resources for the completion of the strategic plans. This is a very direct way of promoting the efforts of everyone involved and would greatly contribute to overall success.
In terms of responsibility, both the management and the board are expected to be liable to the actions and decisions regarding the implementation of the strategic plan. The success of the plans rests on the adoption and performance of the two major branches of these plans. Without these two taking responsibility, the direction of changes cannot be properly laid since responsibility would imply acceptance and commitment along the ranks (Kono, 1994). Synergy; the foremost objective of a strategic plan is to harmonize people towards a common goal for the efficiency of the company.
This can be achieved through the steps identified above. For example, prioritization and implementation rides on the idea of synergy since through timely focus on particular matters, goals can be easily achieved. Time and resources are directed towards a particular action through setting up priority areas. Therefore during implementation, the planning committee should make clear the priority steps to serve as rally points that can be evaluated after completion of each step. The importance of the time factor should always be emphasized.
During progress reports, these points should be reiterated including the lessons and challenges encountered. Teamwork comes in as a natural tendency through this exercise. Without it, efforts will surely be scattered and devoid of direction (Mittenthal, 2002). The design of the new company structure should also be an avenue for synergistic feats. Both the management and board of directors should have functional hierarchy and interconnectedness that reflect fluid movement and interaction. Obstacles should be highlighted and accordingly removed even at the planning stage.
Assessment of the roles of the involved ranks should lead to better understanding of potentials related to efficiency and streamlining. The latter is a natural end-result since unnecessary functions should be eliminated (DFP, 2003). Since all of the sectors in the company should be included in the strategic plan implementation, with the senior management in front and maintaining responsibility together with the management staff, everyone is given an important participatory role that should be indicative of a synergistic relationship.
Dfp, 2003. Raising service standards: A strategy for business improvement. Department of Finance and Personnel. Kono, T 1994. Changing a company’s strategy and culture Mittenthal, R . A 2002. Ten keys to successful strategic planning for nonprofit and foundation leaders. Porter, Michael E, 1996. Operational effectiveness is not strategy Harvard Business Review, November-December 1996.
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