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Planning the Implementation of Corporate Strategy

Planning the Implementation of Corporate Strategy

By: Novita, S.Kom, MBA

Each situation should be examined on its merits. Use working parties where possible Often implementation of corporate strategy brings a requirement for additional staff in the planning department. A decision to acquire another company may bring an immense burden of essential work. This may carry a need to increase the number of central planning staff. Again, there is an alternative which is frequently better: to set up special working parties of people drawn from other areas of the company.

A maxim to consider at all times is that the larger the planning staff, the harder it will be to obtain the full involvement and participation of managers. For this reason a less obvious way of getting things done is frequently to be preferred if it brings the opportunity of drawing the company as a whole much more into the process. Strategic management should be something which is part of the company concerned: it is not something clever which stands aloof and separate from the main stream of company life.

It is worth mentioning one solution to the function of planner which has been used in some companies: no planning staffs are permanent and the position of planner is held for a temporary period by each senior line manager in turn. So far in this chapter it has been taken as datum that the planner should report to the chief executive. In practice, other solutions are employed, and planning is frequently ‘delegated’ to the top financial manager, who then has the planner responsible to him. Although in planning many solutions may be found to work, my personal belief is that the planner should be regarded as an extension of the chief executive and can therefore report to no other person.

David, Fred. R. 2013. Strategic Management, 14th edition. Pearson

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LS 2 | IBM
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