MNG3702: STRATEGIC IMPLEMENTATION REVISION QUESTIONS

MNG3702: STRATEGIC IMPLEMENTATION REVISION QUESTIONS. 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. 0:00 / 0:15 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.