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Chapter 9 Santiago Ibarreche
Strategy Implementation Preparation for Implementation; Development of resources Chapter 9 Santiago Ibarreche © S. Ibarreche 2015
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Before Implementation…
Before implementing strategies, capacity for people that will carry them out is necessary and important. © S. Ibarreche 2015
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Resource Based View Capacity of the firm for successful strategy implementation is based in its resources and its capacity to generate, allocate, sustain, and increase these resources by creating a sustainable competitive advantage. © S. Ibarreche 2015
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Training and Resource Development © S. Ibarreche 2015
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Training and Creation of Capacity
Inventory of existing capabilities Definition of capacity needs Definition of gaps Implementation and update © S. Ibarreche 2015
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Inventory of Human Resources © S. Ibarreche 2015
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Definition of Training and Development Needs and Programs
© S. Ibarreche 2015
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Different Types of Resources © S. Ibarreche 2015
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V R I O Sources of competitive advantage based on: Value, Rarity,
Imitability (Difficulty to Imitate), Organization © S. Ibarreche 2015
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Physical Resources Liquid Assets Current Assets Permanent Assets
Fixed Assets © S. Ibarreche 2015
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Inventory of Tangible Resources © S. Ibarreche 2015
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Financial Resources Availability of Credit Characteristics; Actual
Potential Characteristics; Timing Financial management Practices Rarity of Financial Sources Fit Allocation © S. Ibarreche 2015
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Technical Resources Tangible: Tools and equipment Capacity Systems
Inputs Processes Outputs Control elements Evaluation Ratios Productivity ROI © S. Ibarreche 2015
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Intangible Resources Technical Resources Organizational Culture
Organizational Structures Policies, Processes and Procedures Knowledge and Experience External Intangibles © S. Ibarreche 2015
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Technical Resources Intangible: Overlapping: Access
Understanding of the process Knowledge Management Brand Perception Research and Development (R+D+I) Overlapping: Efficiency Explicit Knowledge (Documentation) Procedures © S. Ibarreche 2015
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Organizational Culture (1)
Expected Behaviors in a Social Setting Tangible Elements: Symbols Emblems Heroes and Villains Documents Manuals Intangible Elements: Attitudes Values Conducts Communication © S. Ibarreche 2015
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Organizational Culture (2)
Dimensions: Geert Hofstede Power Distance Individualism – Collectivism Uncertainty Avoidance Masculinity – Femininity Attachment – Detachment © S. Ibarreche 2015
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Organizational Culture (3)
Trompenaars – Hampden Turner Dimensions: Relationships and Rules The Group and The Individual Feelings and Relationships How Far We Get Involved How We Accord Status How We Manage Time How We Relate To Nature © S. Ibarreche 2015
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Organizational Structures
Types Hierarchical Functional Hybrid Functionality Degree of fit Isolation Collaboration Dimensions Concepts of interrelation Scalability Flexibility Frames of Reference © S. Ibarreche 2015
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Policies, Processes, and Procedures
Are to organizations what laws are to societies Norms and expected behaviors Processes: General steps to follow Procedures: Specific actions © S. Ibarreche 2015
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Knowledge and Experience
Tacit Knowledge Who knows what How well other individuals know what this person knows Explicit Knowledge Documented Disseminated Knowledge Management Elements © S. Ibarreche 2015
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External Intangibles External Image Corporate Social Responsibility
Brands Corporate Social Responsibility Self-Interest Philanthropy Strategies © S. Ibarreche 2015
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Preparing for Implementation
Planning the Implementation Process Involvement Plan of action Monitoring and Systems to Provide Feedback © S. Ibarreche 2015
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