Strategic Implementation MNG3702
1. : Diagrammatically depict and explain the four dimensions of the balanced score-
card.
2. 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 organi-
zational 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.: De-
scribe the components of organisational architecture.
3. • 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 align-
ment with daily task, strategy and rewards: Discuss five reasons why strategy
implementation in an organisation might fail.
4. Adaptation (incremental) - only adapt to new situation, organisation can
handle it
Reconstruction (sudden) - a sudden alteration in the market conditions; re-
construct 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
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, Strategic Implementation MNG3702
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 capabili-
ties to implement the change?: Explain the different types of strategic change and
the issues involved.
5. The strategic change process deals with identifying the areas where change
has to take place, managing resistance to change and using power and
influence to persuade members of the organisation to support the change.
This implies that the employees in the organisation accept the importance of
continuous learning.
Managing change involves a process with four stages:
Identifying the areas of change - when a gap is identified between the desired
performance of the organisation and its actual performance. Once the need
has been determined, the source of the problem must be identified through
environmental analysis.
Managing resistance to change - change disrupts normality - employees and
managers resist change because of fear, uncertainty, and lack of interest or
different personal ambitions. Resistance to change is an obstacle to the suc-
cessful strategy implementation process. Various strategies exist to overcome
resistance to change.
Power and influence - this stage involves persuading organisational members
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1. : Diagrammatically depict and explain the four dimensions of the balanced score-
card.
2. 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 organi-
zational 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.: De-
scribe the components of organisational architecture.
3. • 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 align-
ment with daily task, strategy and rewards: Discuss five reasons why strategy
implementation in an organisation might fail.
4. Adaptation (incremental) - only adapt to new situation, organisation can
handle it
Reconstruction (sudden) - a sudden alteration in the market conditions; re-
construct 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
1/6
, Strategic Implementation MNG3702
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 capabili-
ties to implement the change?: Explain the different types of strategic change and
the issues involved.
5. The strategic change process deals with identifying the areas where change
has to take place, managing resistance to change and using power and
influence to persuade members of the organisation to support the change.
This implies that the employees in the organisation accept the importance of
continuous learning.
Managing change involves a process with four stages:
Identifying the areas of change - when a gap is identified between the desired
performance of the organisation and its actual performance. Once the need
has been determined, the source of the problem must be identified through
environmental analysis.
Managing resistance to change - change disrupts normality - employees and
managers resist change because of fear, uncertainty, and lack of interest or
different personal ambitions. Resistance to change is an obstacle to the suc-
cessful strategy implementation process. Various strategies exist to overcome
resistance to change.
Power and influence - this stage involves persuading organisational members
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