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CapableOrganization:The eight levers

of StrategicImplementation

By Group 1Shivam ArEna Sehgaahul Sharaghvi (FT

$oornima S

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Formulation Implementation Perfo

It has been found that in man

cases strateg is neverimplemented!

This can be attributed to the factthat either emploees do notunderstand or are una"are of thecompan strategies

It means that there is a gap instrateg formulation toimplementation process

This poor e#ecution leads to ne#tround of "ea$ strateg formulationand the vicious ccle continues

%easons for poor impleme

Top&do"n or 'aissez&F(anagement Stle)

*nclear Strateg and cpriorities)

+n Ineffective seniormanagement team)

Poor vertical commun Poor coordination acro

functions) businesses and

Inade,uate do"n&the&leadership s$ills and d

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Strateg Implementation an +ll

Identification and usage of appropriate levers of implementatio

build organization Implementation is comprised of - main variables) structural an

managerial s$ills

Structural 'evers provide frame"or$ or configuration in "hich companies operate effectivel!

(anagerial levers comprise of behavioral activities that manag

in "ithin structures developed b the organization The established firms are generall able to overcompensate on

"ith another to reduce impact of a "ea$ lever

In case of start&ups) ho"ever) the entrepreneur or C.O needs tunderstand ho" each of the levers relate to compan/s strengt"ea$nesses

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Structural levers

A%&ion' 0ho) "hat and"hen of crossfunctionalintegration

Input and

Collaboration of allthe members at allthe levels ofstrateg

$rogram' Instillingorganizationallearning andcontinuousimprovement

practices Include globalpartners in theinnovation effort

Sy'&em' Installing strategicsupport sstemsthat provide timelaccess to both,ualitative and

,uantitative datafor effectivestrategic andtactical decisionma$ing

$oli%ie .stablisStrategpolicies

Strategpolicies

CO''.Cpatternda decactions

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(anagerial levers

n&era%&ing

The e#ercising ofstrategic leadership2e %esponsibilities ofleaders include:3irection) Protection)Orientation)(otivation) (anagingconflict

n&era%&ing

Five levels of'eadership hierarch:'evel 4& 5ighlcapable individuals'evel -&Contributingteam member'evel 6&Competentmanager'evel 7&.ffectiveleader'evel 8 .#ecutive

Allo%a&ing

*nderstanding "henand "here to allocateresources.ncompasses the useof ma9or resourcessuch as mone)people andcapabilitiesOthers resourcesinclude Phsicalcapital) 5umancapital) Organizationalcapital

oni&oring

Ting re"ards toachievements!(onetar and non(onetarood "or$ should bere"arded) bad "or$punished ande#ecutive pa shoulddepend onorganization;s overall%eturn on .,uit) sasBrnes

*

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