Chapter 9 · Implementing Strategy

Operational goals; operational plans; implement and monitor; learn from strategy in action.

Implementation includes learning that can revise future formulation.

An outcome for a department, workgroup or individual, typically within one year.

Operational goals translate strategic direction into nearer-term results.

A metric for assessing how well work is done.

Standards make a particular aspect of accomplishment assessable.

Specific, Measurable, Achievable, Results-Based, Time-Specific.

The source uses Results-Based for R, not the alternative Relevant expansion.

Significant, Meaningful, Agreed-upon, Relevant, Timely.

This framework makes motivation, purpose, participation and stakeholder needs explicit.

Easy targets do not provide the same performance stimulus; impossible ones can cause disengagement.

The chapter describes stretch within reach rather than maximum difficulty.

Focusing on narrow goals so much that more important purposes are neglected.

Output targets can crowd out dignity, quality or long-term maintenance.

Activities, timing and required resources for achieving a goal.

A desired result is different from the steps used to accomplish it.

Actions; constraints; needed resources; resource availability; order, timing and milestones.

The sequence checks both feasibility and coordination.

A plan for recurring activities or situations.

SOPs, policies and rules support routine programmed decisions.

A prescribed sequence for a recurring work task.

Its stepwise instruction differs from a broad policy guideline.

A policy guides decisions; a rule prescribes permitted or required behavior.

Both are standing plans but differ in specificity.

A prearranged response to a possible future disruption.

It prepares managers for events that could invalidate current plans.

Prevention, preparation and containment.

Avoid/minimize the event, arrange response capacity, then respond promptly to limit harm.

The plan is followed and the goal is met.

Both implementation compliance and the desired result occur.

The goal is met even though the plan is not followed.

Unplanned actions or external conditions may explain the achievement.

The plan is followed but the goal is not met.

The plan or goal may need revision even when members complied.

Neither the plan is followed nor the goal is met.

Both planning/implementation and outcomes require investigation.

Using insights from actual strategy to improve intended strategy.

Learning can change the next goals, plans and SWOT assumptions.

Content stresses analysis and top-down planning; process stresses iterative learning from action.

Both perspectives can contribute to effective strategic management.

Intended strategy that is actually implemented.

It is the realized part of what managers originally planned.

Unanticipated actions that become part of the strategy carried out.

Frontline and stakeholder learning can create new patterns.

Deliberate and emergent strategy.

Actual action may include both planned and unplanned elements.

A description of venture resources, key relationships and industry forces.

It supports strategy formulation, implementation and reformulation.

The venture influences stakeholders and stakeholders influence the venture.

Relationships create dynamic opportunities and constraints in both directions.