1. Macmillan and Tampoe OUP
Strategic Management
Macmillan and Tampoe
OUP
(c) Macmillan & Tampoe 2001

2. Implementing Strategy
Building the Culture for Successful Strategy Implementation
(c) Macmillan & Tampoe 2001

3. Cultures consequences
Failure to build a culture that supports the new strategic direction will result in the strategy failing
Effective culture extracts the best efforts of people
Culture is about the values and beliefs people hold
Culture shapes the way people behave
Culture change is often vital to the success of new strategic intent
(c) Macmillan & Tampoe 2001

4. Nine steps to change business processes
Sell the new strategic intent
Interpret the new organizational culture
Develop group decision-making skills
Introduce innovative mindsets that welcome change
Develop skills and knowledge base
Encourage staff to feel secure
Develop means of helping staff deliver consistent performance
Enable accessibility to management during change
Encourage thinking that focuses on the outside world
(c) Macmillan & Tampoe 2001

5. Step 1 - Sell the Strategic Intent
Justify the need for change
Convince people that the new direction is right
Allow time for debate and internalisation
Explain the consequences of change
Soften the personal cost of change
Maintain goodwill of all people affected
Show cause and effect
Treat people as adults
(c) Macmillan & Tampoe 2001

6. Step 2 – interpret the organizational culture
Identify the type of culture that exists in the organization (see page 236 for types) by survey
Assess whether it is right for the new strategy and intent by defining the culture that is most appropriate
Identify shortfalls
Bridge the gaps
(c) Macmillan & Tampoe 2001

7. Step 3 – develop group decision-making skills
Speed of decision making is vital in a fast changing environment
This means delegating decision making to the point closest to the action
Decisions must be broad based and involve all those affected
Get maximum involvement in decision making to get buy-in to the decision during implementation
Have open communication channel that inform all those involved
(c) Macmillan & Tampoe 2001

8. Step 4 – Introduce innovative thinking
Create mental agility and willingness to discard outdated and redundant habits, processes, and cultures to embrace new ones
Encourage people to think outside the box
Loosen the bonds of tradition and inertia
Develop new skills so that people can adopt new ideas and behaviours
(c) Macmillan & Tampoe 2001

9. Step 5 – Develop Skills and Knowledge Base
Changes to process, culture and structure usually require staff skills to be updated
Self-learning can be slow and uneven in its effect for various reasons
Formal learning is by far the most effective – such as change workshops
Support tools who’s who for example, further support the adoption of new ways and smooth communications across the new organization
Help desks and bulleting boards that give staff access to received wisdom can also help solve new problems encountered
(c) Macmillan & Tampoe 2001

10. Step 6 – Encourage sense of security
Change always makes people insecure
Treat those leaving with dignity and provide financial and psychological support to help them
Offer training and mentoring for those who want it
Help staff re-evaluate their worth to the organization and the wider market
(c) Macmillan & Tampoe 2001

11. Step 7 – Help staff improve performance
Uncertainty of the future cause staff to focus more on themselves than the job they have to do
This results in a drop in productivity
Helping staff maintain high performance increases self-worth and sense of security and drives motivated effort
Provide help with establishing new networks and using new processes effectively
(c) Macmillan & Tampoe 2001

12. Step 8 – Enable greater access to all management levels
Change upset the power balance in organisations
This results in decision processes & lines of reporting getting blurred
Managers, due to their own insecurity, withdraw delegated authority and hold back information
This can cause insecurity in staff
To overcome this the communications channels to senior managers must be open and unhindered and the responses honestly and sensitively treated
(c) Macmillan & Tampoe 2001

13. Step 9 – encourage outward focus
Change tends to make people introspective
Getting people to be customer focused helps put their vision in perspective
If they have already benefited from the previous steps introspection can be avoided
(c) Macmillan & Tampoe 2001