Strategic Implementation MNG3702
Questions and answers with 100-
accuracy
Diagrammatically depict and explain the four dimensions of the balanced
scorecard.
Describe the components of organisational architecture.
Capabilities are distributed to the various stakeholders through the different
organisational processes.
The structure/system, KSA's (knowledge, skills and abilities) and technology specific to
each organisation shape these processes, which are all in turn underscored by the
organisational culture.
The integrated organizational architecture is a strategic response that draws together
key dimensions of the organization (such include items as organizational structure,
leadership, organizational culture, policies and strategies, etc.) to guide strategic
planning and implementation.
It provides a blue print of the internal and largely invisible workings of the integrated
organization.
The diagram of organisation architecture must be read from right to left.
Discuss five reasons why strategy implementation in an organisation might fail.
• Vision barrier - The Balanced Scorecard Collaborative found that only 5% of the work
force understand the vision and strategy.
• Management barrier - 85% of top management teams spend less than an hour on
strategy. Too often they are focused on solving short term problems
• Resource barrier - Sixty percent of organisations do not link their resource allocation
plans or budgets to the chosen strategy or strategies.
• People barrier - only 25% of rewards linked to strategy. No incentive to alignment with
daily task, strategy and rewards
Explain the different types of strategic change and the issues involved.
Adaptation (incremental) - only adapt to new situation, organisation can handle it
Reconstruction (sudden) - a sudden alteration in the market conditions; reconstruct
processes and policies
Evolution (incremental) - fundamental changes over time. Lack of urgency may create
strategic drift
, Revolution (fast and disruptive) - fundamental changes as a result of sudden and fast-
changing conditions.
Issues to consider
Time - how quickly the change is needed?
Scope - is it dramatic revolutionary change or moderate change?
Diversity - what is the level of homogeneity in the organisation?
Capacity - does the organisation have the capacity in terms of the resources needed to
change?
Readiness - are the employees ready for the change? Refers to the level of resistance
to change.
Capability - do the organisation's employees and managers have the capabilities to
implement the change?
Describe the drivers of strategy implementation.
Leadership: a strategic leader must have the ability to anticipate, envision, maintain
flexibility and to empower others to create strategic change and to motivate others.
Organisational culture: refers to the way an organisation does things or its personality. It
is the beliefs, behavioural norms and values that the members of an organisation share.
Reward systems: defined as the umbrella term for the different components considered
in performance evaluation and the assignment of monetary and non-monetary rewards.
Organisational structure: refers to the framework within the strategic process to achieve
the organisation's goals.
Resource allocation: it is essential that resources be allocated in such a way that they
support the organisation's long-term goals, chosen strategy, structure and short-term
goals.
Explain any five of the issues involved in strategic change.
Time - how quickly the change is needed?
Scope - is it dramatic revolutionary change or moderate change?
Diversity - what is the level of homogeneity in the organisation?
Capacity - does the organisation have the capacity in terms of the resources needed to
change?
Readiness - are the employees ready for the change? Refers to the level of resistance
Questions and answers with 100-
accuracy
Diagrammatically depict and explain the four dimensions of the balanced
scorecard.
Describe the components of organisational architecture.
Capabilities are distributed to the various stakeholders through the different
organisational processes.
The structure/system, KSA's (knowledge, skills and abilities) and technology specific to
each organisation shape these processes, which are all in turn underscored by the
organisational culture.
The integrated organizational architecture is a strategic response that draws together
key dimensions of the organization (such include items as organizational structure,
leadership, organizational culture, policies and strategies, etc.) to guide strategic
planning and implementation.
It provides a blue print of the internal and largely invisible workings of the integrated
organization.
The diagram of organisation architecture must be read from right to left.
Discuss five reasons why strategy implementation in an organisation might fail.
• Vision barrier - The Balanced Scorecard Collaborative found that only 5% of the work
force understand the vision and strategy.
• Management barrier - 85% of top management teams spend less than an hour on
strategy. Too often they are focused on solving short term problems
• Resource barrier - Sixty percent of organisations do not link their resource allocation
plans or budgets to the chosen strategy or strategies.
• People barrier - only 25% of rewards linked to strategy. No incentive to alignment with
daily task, strategy and rewards
Explain the different types of strategic change and the issues involved.
Adaptation (incremental) - only adapt to new situation, organisation can handle it
Reconstruction (sudden) - a sudden alteration in the market conditions; reconstruct
processes and policies
Evolution (incremental) - fundamental changes over time. Lack of urgency may create
strategic drift
, Revolution (fast and disruptive) - fundamental changes as a result of sudden and fast-
changing conditions.
Issues to consider
Time - how quickly the change is needed?
Scope - is it dramatic revolutionary change or moderate change?
Diversity - what is the level of homogeneity in the organisation?
Capacity - does the organisation have the capacity in terms of the resources needed to
change?
Readiness - are the employees ready for the change? Refers to the level of resistance
to change.
Capability - do the organisation's employees and managers have the capabilities to
implement the change?
Describe the drivers of strategy implementation.
Leadership: a strategic leader must have the ability to anticipate, envision, maintain
flexibility and to empower others to create strategic change and to motivate others.
Organisational culture: refers to the way an organisation does things or its personality. It
is the beliefs, behavioural norms and values that the members of an organisation share.
Reward systems: defined as the umbrella term for the different components considered
in performance evaluation and the assignment of monetary and non-monetary rewards.
Organisational structure: refers to the framework within the strategic process to achieve
the organisation's goals.
Resource allocation: it is essential that resources be allocated in such a way that they
support the organisation's long-term goals, chosen strategy, structure and short-term
goals.
Explain any five of the issues involved in strategic change.
Time - how quickly the change is needed?
Scope - is it dramatic revolutionary change or moderate change?
Diversity - what is the level of homogeneity in the organisation?
Capacity - does the organisation have the capacity in terms of the resources needed to
change?
Readiness - are the employees ready for the change? Refers to the level of resistance
