Concept
Good strategies deserve to be implemented. However, many of these never become a reality and peter out. How can you transform what is wanted at the top through all company levels using committed employees to achieve tangible results?
Participants
- CEOs, members of management teams
- Heads of business areas and important business units
- Executives in charge of developing and/or implementing strategies
- Executives holding company positions that are responsible for the quality of strategy development and implementation in their company
Topics
Decisions-Making & Implementation Model
Which building blocks do executives need to turn concepts and strategies into concrete results?
Change Management
- What triggers and drives transformation
- What externally-caused changes force a company to take action
- How home-made changes displace the tried-and-true
A Masterplan for Company Levels
Practice shows that top management is usually aware of what needs to be implemented and achieved, but not the employees who are responsible for implementation.
Managing the Implementation Process
Implementation is usually the job of operative departments. To manage the implementation process, therefore, an executive needs three important skills, the ability:
- to motivate numerous employees to contribute to achieving mutual objectives
- to create an organization that allows the delegation of responsibility to those on the front lines who handle this responsibility in a way that conforms to company guidelines
- to intervene immediately to support and to correct
Corporate Culture
Delegation of responsibility is only possible in a corporate culture based on trust and performance. Successful strategy implementation always includes hard work on a company’s corporate culture.
Core Expertise: People Skills
New strategies require new skills. Major corrections in strategy mean new challenges to an executive’s people skills.
Implementing Changes
- Change implementation as a management task
- The difficulty in changing fond habits
- Developing and implementing a change management program
Implementation Controlling
If you don’t measure how successful your efforts at implementation are, you will not know if things are moving in the right direction or not. Translating your desired strategic positioning into clearly measurable values and managing these is the job of implementation controlling.