Strategic Implementation and Control IIIB (MNG3702)
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?
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?
