MODERN STRATEGIC ANALYSIS Strategy Implementation

Plans Implementation.
Procedural Implementation.
Resource Allocation.
Structural Implementation.
Functional Implementation.
Behavioral Implementation.
Monitoring and Control.

Communication of strategy: Once the strategy is formulated it must

be communicated to those persons who would implement it. Strategy communication is a process of transferring the strategy information from the formulators to the implementers.
Securing Acceptance of Strategy: It is not enough to communicate the strategy to the members of the organizations, but it is equally important to secure their acceptance of the strategy, so that they implement effectively.

Kaplan & David Norton Harvard Business School, 2001

has to frame action plans in respect of several activities

required to implement a strategy.
The action plans may be in respect of purchasing new machinery, appointing additional personnel, developing a new process, etc…
The type of action plan depends upon nature of strategy. While framing a manager should check out the objectives, activities to perform &resources required to perform the action plans.

Phase Project ideas are generated during the process of strategic alternatives

& strategic choice
Project Analysis Phase – The project ideas have to be arranged according to priority for the purpose of development.
Planning Phase – management undertakes detailed planning of project for different areas of project such as production schedules, plant design & layout, technical arrangements, marketing, finance, etc…
•Organizing Phase – The management must organize for necessary resources such as manpower, finance, systems and procedures to implement the project.
Implementation Phase – During this phase, the management must undertake engineering, order placement for equipment & material etc… Operation Phase – The final phase involves handing over the plant to the operating personnel for operation purpose. At this stage the production starts

following the rules and regulation in terms of wastage cost,

utility, etc.
It involves completing all procedures and formalities as prescribed by the governments both state and central. The steps vary from industry to industry. There may also be frequent changes in policies

to both inside he company and outside the company.
It has

to make decisions regarding short term and long term allocation.

of the organization structure and interlinking various units and subunits

of the organization.

of policies and plans in different areas of functions which

and organization undertakes.

aspects of strategy implementation that have impact on behavior of

people in the organization. Since human resources form an integral part of the organization, their activities and behavior need to be directed in a certain way.

have to be done for future course of action as

well. To get successful results and to achieve organizational objectives, there has to be continuous monitoring of the implementation of strategy.
The evaluation and control of strategy may result in various actions that the organization may have to take for successful well being, such actions may involve any kind of corrective measures concerned with any of the steps concerned with any of the steps involved in the whole process.

Kozlov
13/12/2016

Individualism (IDV)
Masculinity (MAS)
Uncertainty Avoidance Index (UAI)
Long-Term Orientation

(LTO) (developed later and not so well researched)

the extent to which the less powerful members of organizations

and institutions accept and expect that power is distributed unequally
It reflects a distance between representatives of different levels of organisational hierarchy

Power Distance ranking indicates that inequalities of power and wealth

have been allowed to grow within the society. These societies are more likely to follow a caste system that does not allow significant upward mobility of its citizens.
A Low Power Distance ranking indicates the society de-emphasizes the differences between citizen's power and wealth. In these societies equality and opportunity for everyone is stressed.

to which individuals are integrated into groups
Actually it’s a

characteristic of society, not the organisation only
On the individualist side there are societies in which the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family
On the collectivist side, there are societies in which people from birth onwards are integrated into strong, cohesive in-groups which continue protecting them in exchange for unquestioning loyalty

indicates that individuality and individual rights are paramount within the

society. Individuals in these societies may tend to form a larger number of looser relationships.
A Low Individualism ranking typifies societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for fellow members of their group

AVK SPbGPU PUT

femininity, refers to the distribution of roles between the gender’s

typical behavior
men's values from one country to another contain a dimension from very assertive and competitive and maximally different from women's values on the one side, to modest and caring and similar to women's values on the other.
The assertive pole has been called 'masculine' and the modest, caring pole 'feminine‘ independently of gender.

indicates the country experiences a high degree of gender differentiation.

In these cultures, males dominate a significant portion of the society and power structure, with females being controlled by male domination.
A Low Masculinity ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society.

Uncertainty Avoidance ranking indicates the country has a low tolerance

for uncertainty and ambiguity. This creates a rule-oriented society that institutes laws, rules, regulations, and controls in order to reduce the amount of uncertainty.
A Low Uncertainty Avoidance ranking indicates the country has less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less rule-oriented, more readily accepts change, and takes more and greater risks

with a society's tolerance for uncertainty and ambiguity;
It indicates

to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
Unstructured situations are novel, unknown, surprising, different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures

Short Term Orientation are respect for tradition, fulfilling social obligations,

and protecting one's 'face‘
Members of LTO-societies develop plans for long period of time sometimes even longer then their life
Members of STO-societies are more flexible, ready to change their life, to use opportunities

ranking indicates the country prescribes to the values of long-term

commitments and respect for tradition. This is thought to support a strong work ethic where long-term rewards are expected as a result of today's hard work. However, business may take longer to develop in this society, particularly for an "outsider".
A Low Long-Term Orientation ranking indicates the country does not reinforce the concept of long-term, traditional orientation. In this culture, change can occur more rapidly as long-term traditions and commitments do not become impediments to change.

Russia – 93
(USA - 40, China – 68, Australia –

11)
Individualism (IDV)  
Russia – 39
(USA - 91, China – 20, France. Sweden -71)
Masculinity (MAS)
Russia - 36
(USA - 62, China – 66, France - 43, Sweden - 5)
Uncertainty Avoidance Index (UAI)
Russia – 95
(USA - 46, China – 30, France - 86. Sweden -71)
Long-Term Orientation (LTO)
Russia – no information
(USA - 29, China – 118, France - 39. Sweden - 33)

the intelligentsia that produce them
Respect for spirituality and books
A distrust

of wealth

A sense of generosity and social sensitivity

A need for a supreme authority

Cynicism about everyday law and distrust to the authorities

observance”

Russians are collectivists


Don’t like to plan for a year
When something

is not allowed but someone really wants it - it is permitted as an exception

Individualists inside (Individualists, forced to be collectivists by circumstances)

Dreaming a lot about “the Future” and thinking about “the Past”

month of inaction
5 month of intense
activity
Severe climate
Patience, persistence
Disproportionate
tempo of

the work

Prudence, caution

Pessimistic, gloomy attitude to the present, it looks bleak

Leadership
Management effectiveness
Vision of perspectives
Flexibility in changing roles
Receptiveness
Consensus achievement

process is based not on logic but intuition
One winner

psychology
Flexibility and creativity
Low social responsibility

grounds
AVK SPbPU IMOP

Empire
The end of the XIII century – the middle of

XV century

dynasty governance
The middle of XV century – the end of

XVI century (Vassily II– Ivan IV (The Terrible)

under rule of Romanov dynasty
The beginning of XVII – the

beginning of XVIII century

beginning of XVII up to present time

distinct model of effective leadership, which has a strong impact

on politics, business, and social life. The country’s most admired leader of all time – Tsar Peter the Great.
Peter, a visionary, assertive, decisive, and combative and, at the same time, protective and sensitive to rank-and-file people, remains in the Russian collective memory a role model of the effective leader

the top of Russian society. The majority of incoming leaders

were not trained or prepared for their jobs.
Leaders such as Alexander Nevsky, Ivan the Terrible, Lenin, and Stalin left a mess after their deaths.
The only Russian monarch who devoted a significant amount of time and designed a special program to develop a successor was Catherine the Great, a former German Princess without a drop of Russian blood.

prevailed were short-term thinking, unlimited desire to hold on to

power, and fear of being overthrown by potential successors.
It prevented Russian leaders from fulfilling the role that no real leader should fail at: developing other leaders who would eventually replace them.