1. The eight levers of Strategy Implementation
Mohnish Bhatia Viplav Gupta Dhaval Kunte
Ankit Prasad Vivek Acharya Siddharth S. 1

2. The Importance of Implementation
A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port.
The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible.
Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.

3. The Outcome
And shouts…
Wrong Way!

4. The six silent killers of strategy implementation
The Laissez faire senior management style
Unclear strategy or conflicting priorities
An ineffective senior management team
Poor vertical communication
Poor coordination across functions, businesses or borders
Inadequate down-the-line leadership skills and development

5. The critical variables
Structures
Framework or configurations
Managerial skills
Behavioral activities of managers within the structures

6. Strategic Levers - Structural
Actions
Who, what, and when of
Cross functional integration
Programs
Instilling organizational learning,
continuous improvement
Systems
Installing strategic support systems
Policies
Establishing strategy
supportive policies

7. Strategic levers – Managerial Skills
Interacting
The exercising of
strategic leadership
Understand when and where to allocate resources
Allocating
Monitoring
Tying rewards to achievement
Organizing
The strategic shaping
of corporate culture

8. An excellent example of
Perfect Implementation

22. Structural levers– Konkan Railway
Actions
Getting four State governments to pledge their support
Konkan Railways
Contractors
Land acquisition team
Programs
The whole project was done in a fashion that was new to the country
New technologies and training contractors to operate them
Systems
Fiber-optics
FAX
Computers
Dedicated lines
Policies
Timely billing
48 hours decision

23. Managerial Skill levers – Konkan Railway
Interacting
CMO, HODs available to chief engineers
Allocating
Technology made ready to contractors before work was scheduled to begin
Fuel depots
Timely payments and help in maintaining Cash FLow
It helps that they had a Carte Blanche
Monitoring
Billing
Reverse Clock
Organizing
Ambitious targets
Relentless pursuit
Carte blanches – extensive delegation
Negligible conflict
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24. Framework – Strategy Implementation1
Define Key Implementation Tasks 2
Review Managerial Approaches 3
Identify Key Skills needed 24

25. Implementation Tasks Creating Fit : Two major types STRATEGY STRATEGY
FUNCTIONAL POLICIES
STRATEGY
ADMINISTRATIVE POLICIES 25

26. Implementation Tasks - Functional Fit
Align various functions with Strategy
STRATEGY
Marketing IT
Finance
Operations HR 26

27. Implementation Tasks - Administrative Fit
Managerial systems and processes that should be aligned with strategy :
Organizational Structure
Information Systems
Incentive Systems
Control Systems
Strategic planning systems
Management Selection and Development
Corporate culture
Leadership style 27

28. The Implementation Plan
Problems
Intricacies
Set backs
Critical Issues
Should address key HR and organizational issues
Should contain a sequence/ timeline for action
Plan B should be always ready
The manager has to make sure that actions are taken according to the plan
Implementation Situations
Single Product
Single Business
Multiple Business

29. Implementation Modes Entrepreneurial Manager
Degree of Attention
HIGH
LOW
Political Manager
Entrepreneurial Manager
Administrative Manager
People And Organization Shaker
Entrepreneurial Manager
The manager is deeply involved in and directs the implementation of plan
Pays little attention to the administrative implications of his plan
There are always trade-offs between strategic objectives and administrative issues
Advantage
Speed of implementation high
Disadvantage
Problems may stack up in the long term there by significantly impacting the objectives
People and Organizational Shaker
Least focus on specifics of implementation strategy and more towards managing resources
Right PEOPLE Right PLACE Right TIME
Relatively little concern for the administrative constraints
Advantage
Development of a cadre of high level subordinates
Disadvantage
Reliance on key subordinates and their resentment
Administrative Manager
Limited involvement in implementation
Focus all his attention to processes, systems and people
The manager makes sure that all affecting stakeholders have their voice in the planning stage
Advantage
High level of organizational commitment
Disadvantage
Slow and usually not radical
Political Manager
The manager is deeply involved in and directs the implementation of plan
Will think through the administrative implications of his plan
Try to mitigate all the negative consequences of the plan which could slow down the implementation process
Advantage
causes little organizational disruption
Disadvantage
Time consuming
HIGH
Degree of Involvement
LOW

30. Implementation Skills
Success of strategy = f (Skills )
Strategic /Technical
Interpersonal
Admin / Organization
Right combination
Degree of involvement
Alone
Team

31. Implementation Skills (Contd.)
Timing
Stakeholders
Organizational Limits
Winners
Losers

32. Application to case studies
Identification of strategies managers trying to achieve
Spell out functional and administrative fits
Develop an implementation plan
Mode required to achieve the goal