Strategy Implementation in an Organization - Assignment Example

Module 5 case assignment al Affiliation) Executive summary Strategy implementation in an organization involves the designof the organization. The concepts that are considered in organization design include work specialization, departmentation, chain of command, span of control and centralization and decentralization. In the design, there is consideration of division of labor making one focusing on the strategies that had been formulated and how they are implemented (Magwood, 2011). Strategic control and implementation involves the focus on quality, efficiency, innovation and customer response. When the factors are considered in implementation the goals that mainly aim in consumer satisfaction will be achieved. In the implementation, there is monitoring and ensuring that the objectives that are set are met. The process entails evaluation of activities and employees to make sure that activities are done according to objectives. Problems that occur during implementations are also dealt with in the process. Introduction Strategic management involves realization of set objectives. The realization does not happen automatically and it needs for strategic implementation and a controlled process. In implementation process, material actions are always taken to ensure that the desired plans are achieved. Strategy implementation is operational oriented as compared to strategic analysis and planning. After staging, implementation requires consideration of a number of structural, personnel, systems, and cultural concerns that will bring the organizations every day practices into alignment with the high-level policy. Strategic implementation Strategic implementation in Kraft Foods Group involves using organizational design, control systems, culture and people. For successful strategy, it must work through these elements to attain performance. The elements relate to each other such that no matter how a strategy may be designed, the people in the organization must implement it, the culture must support the strategy, the structure being able to coordinate it and the system having measures and control. When the elements do not work in this way, the strategy that is implemented will fail (Bertelsen, 2012). Structure in an organization focuses mainly on the way in which communication lines are established and the authority behind them. The structure also defines the way division of labor is done among the members of an organization and the coordination between work and communication. Different structures support different strategy and in an organization, the strategies that are put forward should be according to the structure so that they can be achieved. Boundaries, networks and virtual organizations are the key elements that greatly affect failure or success of strategies that are implemented in an organization (Magwood, 2011). Centralization in an organization refers to concentration where decisions in an organization are made. In organizations where there is highly centralization, decisions that are made are done by a small number of people and it mainly occurs at higher levels of an organization. in centralized organizations, standardization is common factor which favors economics of scale and efficient value chains. Decentralized organizations are flexible in decision making and are mainly done at the operational level in an organization. This enables quick adjustment to changes that occur and aim at other strategies of the organization. In implementation of strategies structures are important. There are structures that currently emerging and are used in implementation of strategies. The emerging structures include borderless organizations, alliance networks and virtual corporation. Borderless structures tend to remove the barriers that occur in an organization, both vertical and horizontal and the implementation uses the implication of transparency, flexibility and increased information in an organization. Alliance networks are the factors that are in the external environment of an organization (Böhm, 2009). They include distributors, suppliers, competitors and customers. Strategic implementation should address all these factors and put them to work simultaneously. Virtual Corporation brings together organization and people. The coordination in the context should have ultimate flexibility as this will increase the speed of strategy implementation. Strategic control systems In an organization, there are three systems that are essential in controlling implementations of strategies of an organization. Accounting and budgeting systems are important in implementation of strategies in an organization. Implementation of a new strategy in an organization requires data that is easily accessible through the existing accounting systems. Inaccessibility of the data will slow down the implementation of strategies. When a new strategy is proposed and it does not fit well the existing structure, decision making becomes much risky and not easy to predict. Information system in an organization plays an important role in strategy implementation. Information technology is essential in providing information that is obtained from retailers, distributors and manufacturers. For effective implementation the information system must be able to provide the right information in the right way at the right people at the right time it is needed. Measurement and reward system is used in strategic implementation to shape behaviors accordingly with the aim of meeting the strategic objectives. Reward system is always connected to measures that are come from goal attainment and proper time horizons. People In strategy implementation, there is the need of capabilities that are unique to the objectives. The capabilities are obtained from skills that people have. For success in strategy implementation, the right number of people with the right skills and capabilities are required. Hiring of people in this situation may take time to find the right skill needed (Etchell and Curran, 2011). Problem also rises in retaining of old employees as they may be resistant to the new technology in the organization. Those that are hired can have the desired skills but the implementation may be delayed since there may not be able to fit well with the cultures of the organization. Motivation is an important aspect in dealing with people in an organization. An organization may have the right people with the right skills but they need to be motivated for successful strategy implementation. Motivation is carried out through intangible and tangible rewards. Rewards are given to the people who the most potential in commitment of the organization to implementing strategies. Culture Coordination between the culture and strategy is more critical in an organization. Failure in strategy implementation always arises when a firm depends much on innovation to achieve differentiation with a weak culture. Culture is able to support implementation of strategy when there is consideration of three elements (Etchell and Curran, 2011). Shared values are elements which are aligned with the visions and focus of strategies that brings competitive advantage to an organization. Norms of an organization acts as strong control in implementation of strategies. They encourage behavior that is in alignment with shared values in an organization. People in an organization are able to break rules and cannot be supervised at all times. Norms in an organization promote desired behavior when one is working without being watched over. Symbols such as visions and style of Kraft Foods Group or stories that one have on the company reinforce types of events performed in an organization. Conclusion Based on findings on strategic implementation, there is need to consider organizational design, control systems, people and cultures of an organization. These factors in one way and the other relate to each other and coordination in the elements lead to achievement of set objectives. For Kraft Food there is need to consider the factors such that the analysis that was made can lead to satisfaction of consumer needs. This will achieve the strategies developed. References Magwood, J.D. (2011). Kraft Foods Inc. – Marketing and Managing the Customer Relationship. Retrieved February 3, 2015 from http://customerthink.com/kraft_foods_marketing_and_managing_customer_relationship/ Etchell, A., & Curran, D. (2011). Sustainability in the Capital Regional District. [Victoria, B.C.]: Environmental Law Centre, University of Victoria. Bertelsen, B. (2012). Everything you need to know about SWOT analysis. [Newmarket, Ont.]: BrainMass Inc. Böhm, A. (2009). The SWOT Analysis. München: GRIN Verlag. Read More