Event Details
Please note: This course will be delivered in English.
Understanding strategy is fundamental for participating in global markets. The success or failure of a carefully designed strategy, however, depends on the skills of the individual or team to transform the theory of the strategy into practical action. Too many times, strategies rest on the shelf, gathering dust, as opposed to management employing them to ensure a successful implementation.
The implementation of organization strategy involves the application of the management process to obtain the desired results. Particularly, strategy implementation includes designing the organization's structure, allocating resources, developing information and decision process, and managing human resources, including such areas as the reward system, approaches to leadership and staffing.
Strategy implementation is the process of allocating resources to support the chosen strategies. This process includes the various management activities that are necessary to put strategy in motion, institute strategic controls that monitor progress and ultimately achieve organizational goals. Implementation is as much a science as it is an art.
The implementation process covers the entire managerial activities including such matters as motivation, compensation, management appraisal and control. The management functions – planning, controlling, organizing, motivating, leading, directing, integrating, communicating and innovating – are all included in the concept of strategy implementation.
In this context, the objectives of this two-day training course are to:
Who Should Attend
Course Outline
DAY 1
Morning Session:Why Strtegies Fall
Many companies spend a huge amount of resources in analyzing markets, prepared detailed financial forecasts, elaborate marketing plans, etc. Despite the best of intentions, there is a general consensus that most strategies fail at the stage of implementation. We will discuss in detail why this is this is the case and illustrate the point through both personal and group experiences.
Managing in a Framework - McKinsey 7S Model & Alternative Models
While there is no guarantee that a carefully planned implementation will succeed, research has shown that as much effort must be made in planning the implementation as has been spent on the preparation of the strategy. Several frameworks exist for organizing such planning, one of the most classic ones being that from the renowned management consultants, McKinsey. We will explore how they approach planning and implementation as well as other frameworks created by academics and other consulting firms. We will use one or two case studies to illustrate key points.
Afternoon Session: Monitoring and Controlling Implementation
The monitoring and controlling process is important in the overall project design so as to ensure the strategy is on course. Monitoring provides the opportunity to identify variances early so that corrective action can be taken to meet overall strategy objectives. Monitoring and controlling processes includes status reports, quality management, communication plan, risk and issues management. We will explore how various companies use – and misuse – this concept.
DAY 2
Morning Session: What is Corporate Culture?
Corporate culture can be defined in many different ways but it is essentially the rules on how things get done in a company. Get the culture and aligned to support the strategy, things are great. But a misaligned culture can spell disaster. Add cultural diversity across borders in a multi-country and globalized economy makes the task much more complex. We will explore company culture, national cultures and learning to deal with stakeholders across cultures.
Organizing for Change
Organizational design must be adapted to the strategy a company has chosen, but as we all know, you can move the boxes on an org chart several times and often, nothing happens. People just wait for the next reorganization! There are many different ways to organize a company, depending on the complexity, geographic diversity, product or service offerings and client requirements. We will discuss the various different models, the pros and cons, and then have time to review a case study to see what lessons can be learned.
Afternoon Session: Principles of Good Change Management
Moving an organization from point A to point B does not happen by itself. It requires active change management. Change management gurus have focused on soft and hard issues, such as culture, leadership, motivation, financial results, resources available and having the right people in the right jobs. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. We will explore several mini-cases together of what works and share experiences among the group participants.
About HEC Paris:
HEC Paris provides a complete range of degree and non-degree programs that have been specifically designed to meet the needs and challenges of executives and managers from all over the world. HEC Paris is ranked No.1 worldwide in Executive Education by the Financial Times (2014).
Coffee, lunch and light refreshments will be provided during breaks.
Understanding strategy is fundamental for participating in global markets. The success or failure of a carefully designed strategy, however, depends on the skills of the individual or team to transform the theory of the strategy into practical action. Too many times, strategies rest on the shelf, gathering dust, as opposed to management employing them to ensure a successful implementation.
The implementation of organization strategy involves the application of the management process to obtain the desired results. Particularly, strategy implementation includes designing the organization's structure, allocating resources, developing information and decision process, and managing human resources, including such areas as the reward system, approaches to leadership and staffing.
Strategy implementation is the process of allocating resources to support the chosen strategies. This process includes the various management activities that are necessary to put strategy in motion, institute strategic controls that monitor progress and ultimately achieve organizational goals. Implementation is as much a science as it is an art.
The implementation process covers the entire managerial activities including such matters as motivation, compensation, management appraisal and control. The management functions – planning, controlling, organizing, motivating, leading, directing, integrating, communicating and innovating – are all included in the concept of strategy implementation.
In this context, the objectives of this two-day training course are to:
- Review the latest trends in implementation
- Help participants identify the challenges of implementing strategies across borders, with a particular focus on the challenges of domestic and multinational companies in China
- Coach participants on reflecting on why certain strategies succeed and others fail
- Provide participants with frameworks to support their efforts in creating successful implementation strategies
Who Should Attend
- The program is best suited for executives who have some experience in formulating strategy and would now like to expand their skills to ensure that they deliver to their organizations' successful outcomes. To further leverage the value and impact of Making Strategy Happen, companies should consider sending executives involved both in the front-end and operational areas of their business.
- General managers who head business units, e.g. country managers or product or division heads
- Senior managers who head significant departments and who have direct responsibility for large budgets or embers of project teams whose objectives specifically include implementing strategy.
Course Outline
DAY 1
Morning Session:Why Strtegies Fall
Many companies spend a huge amount of resources in analyzing markets, prepared detailed financial forecasts, elaborate marketing plans, etc. Despite the best of intentions, there is a general consensus that most strategies fail at the stage of implementation. We will discuss in detail why this is this is the case and illustrate the point through both personal and group experiences.
Managing in a Framework - McKinsey 7S Model & Alternative Models
While there is no guarantee that a carefully planned implementation will succeed, research has shown that as much effort must be made in planning the implementation as has been spent on the preparation of the strategy. Several frameworks exist for organizing such planning, one of the most classic ones being that from the renowned management consultants, McKinsey. We will explore how they approach planning and implementation as well as other frameworks created by academics and other consulting firms. We will use one or two case studies to illustrate key points.
Afternoon Session: Monitoring and Controlling Implementation
The monitoring and controlling process is important in the overall project design so as to ensure the strategy is on course. Monitoring provides the opportunity to identify variances early so that corrective action can be taken to meet overall strategy objectives. Monitoring and controlling processes includes status reports, quality management, communication plan, risk and issues management. We will explore how various companies use – and misuse – this concept.
DAY 2
Morning Session: What is Corporate Culture?
Corporate culture can be defined in many different ways but it is essentially the rules on how things get done in a company. Get the culture and aligned to support the strategy, things are great. But a misaligned culture can spell disaster. Add cultural diversity across borders in a multi-country and globalized economy makes the task much more complex. We will explore company culture, national cultures and learning to deal with stakeholders across cultures.
Organizing for Change
Organizational design must be adapted to the strategy a company has chosen, but as we all know, you can move the boxes on an org chart several times and often, nothing happens. People just wait for the next reorganization! There are many different ways to organize a company, depending on the complexity, geographic diversity, product or service offerings and client requirements. We will discuss the various different models, the pros and cons, and then have time to review a case study to see what lessons can be learned.
Afternoon Session: Principles of Good Change Management
Moving an organization from point A to point B does not happen by itself. It requires active change management. Change management gurus have focused on soft and hard issues, such as culture, leadership, motivation, financial results, resources available and having the right people in the right jobs. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. We will explore several mini-cases together of what works and share experiences among the group participants.
About HEC Paris:
HEC Paris provides a complete range of degree and non-degree programs that have been specifically designed to meet the needs and challenges of executives and managers from all over the world. HEC Paris is ranked No.1 worldwide in Executive Education by the Financial Times (2014).
Coffee, lunch and light refreshments will be provided during breaks.
