CHAPTER 9: Implementing Strategy Timely – there is great need and opportunity for innovate
thinking and goals that are consistent with the SET
STEP 1: DEVELOP OPERATIONAL GOALS
Operational goals – outcomes to be achieved by an
organizational department, workgroup or individual member
“Standard” – another term that is used instead of “goals”
Performance standards – metrics used to determine how
well a perticular employee, department, or organization is
doing its work.
FBL approach to operational goals
Specific – clarifies expectations and improves performance.
Measurable – managers must be able to actually measure
whether goals are being met
Achievable – this is not to say that goals should be easy
Result-based – goals should focus on specific outcomes, not
simply performing activities
Time-specific – provides a sense of urgency for members to
reach their goals
SET approach to operational goals
Goal displacement – people get so focused on specific goals
they mighht lose sight of more important overaching goals
Significant – being challenging and in terms of being
motivating to mmembers
Meaningful – they ggo beyond simply maximizing
productivity or financial well-beingg
Agreed-upon – by the people who are expected to
implement them.
Relevant – both for the organization’s mission and vision and
for the aspirations of members and other stakholders
perspective
STEP 2: DEVELOP OPERATIONAL PLANS
Operational plans – specify what activities will be used to
meet a goal, when they should be accomplished, and how
the required resources will be acquired.
Standing plans – operational plans for activities that are
performed repeatedly.
Sub-divided
Stardard operating procedures – outline specific
steps must be taken when performing recurring
tasks.
Policies – provides guidelines for making decisions
and taking action in various situations.
Rules and regulations – prescribed patterns of
behavior that guide work tasks
Contingency plan – “scenarios”, describe in advance how
managers will respond to possible future events that could
disrupt existing plans.
Crises – events that have major effect on the ability of an
organization’s members to carry on their daily tasks
Limit the impact of crises
Preventive work – to avoid or minimize the effect of
a crisis
Prepare – assembling information and defining
responsibilities and procedures that will be helpful in
a time of crisis.
Contain – making timely responses
STEP 3: IMPLEMENT AND MONITOR GOALS AND PLANS
Planned success – plan is followed and the goal is met –
which suggests that thhe process of setting goals and making
plans has worked as intended

Accidental success – goal is met even though the plan was

not followed

Planning failure – goals are not met even though plans are
followed

Bungled attempt – goals are not met and plans are not
followed.

STEP 4: LEARN FROM THE STRATEGY IN ACTION

Strategic learning – using insights from an organization’s

actual strategy to improve its intended strategy
Entrepreneurial Implications: Stakeholder Maps
Content school – emphasizes the rational-analytic, top-
Stakeholder map – description if the organizational
down, and linear aspects of strategy formulation
resources a new start-up (and needs) in order to manage the
Process school – emphasizes the strateggy formulation and key forces in its industry
implementation are ongoing and iterative, where one aspect
influences the other

Strategy implementation as strategic learning

New entrant (start-up) – place to start completing a

Focuses on:
1. Why some of their original intended strategy was not
implemented.
2. Identify elements of the (unintended) emergent
strategy that have positive outcomes for the
organization
3. Determine the implications of this analysis for the
organizations subsequent intended strategy
Structuration Theory – explains how organizations are
created, mmaintained and changed by the interplay between
their structures and rhe actions of their members.
stakeholer map, namely by describing the start-up’s mission
and vision, org resources, and key internal stakeholders
Value proposition – statement of whhy a customer should
choose the organization’s specific product or service.
Organizational resources – entreps need to think deeply abt
and spell out whhat resources the organization needs, and
must identify the VRIN resources
Internal stakeholders – who control those resources
Suppliers – list the supplies they require, and identify
potential suppliers who can meet those requirement
Rivals – contrains on what entrepreneurs can and cannot do.
Buyers – provide the revenues needed to pay salaries to
members
Other stakeholders
Non-government org – non-profit org whose primary
mission is to model and advocate for social, cultural, legal, or
environmental change