Concept
Good strategies deserve to be implemented. However, many never become reality and fizzle out. Effective strategy implementation is a key issue for companies, but also for the managers responsible: How can what is desired at the top be translated into concrete results at all levels with committed employees?
Structure
Part 1: Developing promising, implementable strategies
Part 2: Organisation, processes, culture, implementation
Participants
- Managers with decision-making and results competence
- Heads of business areas and key business units
- Responsible for developing and implementing strategies
- High achievers whose strength in implementation should be further developed
Topic
Strategy competence for executives with strong implementation skills
- Laws of Strategic Management
- Set the necessary course early
- How to proceed to develop the best possible strategy?
Strategic need for action, strategic options
- Strategy audit: Identify the changes needed to secure the future
- Strategy options: Which strategic options should be realized with which transactions?
Develop and decide on strategies
Strategies for companies, business areas, business units, functions, countries, product lines, customer segments or sales channels: precise, short, understandable and as flexible and adaptable as possible and sensible
Stage-based implementation master plan
How are strategies communicated to downstream management levels and thus become the basis for strategy-compliant behavior and committed participation in achieving goals?
Implementation in practice
Which methods, systems, skills and leadership behavior can be used to achieve the best implementation results? An overview.
Leadership in the implementation process
Leadership in the implementation process requires three crucial elements:
- Self-motivation of a large number of employees to contribute to the common goal achievement
- self-organisation
- Intervention competence with the aim of immediately intervening, supporting and correcting when something gets “out of control”
Corporate culture
Successful strategy implementation always involves working on your own corporate culture – a permanent task.
From core competencies to “human skills”
New strategies require new skills. Major strategy corrections mean new challenges for human skills.
Effective leadership behavior
A new strategic direction usually also requires a change in leadership behavior. Where major changes are imminent and new external influences must be responded to, leadership must be different.