Strategic Management for Senior Leaders: A Handbook for Implementation
Denise Lindsey Wells
Director, Executive Support Division
Department of the Navy Total Quality Leadership Office
المصدر:
http://unpan1.un.org/intradoc/groups/public/documents/aspa/unpan002503.pdf
This handbook has been organized in three main sections. Section I
provides guidance on the processes which comprise strategic management.
These are: pre-planning, strategic planning, deployment, implementation,
and measurement and evaluation. A model is presented in An
Introduction to Strategic Management and this model is repeated in each
chapter, highlighting the process being addressed.
Section II presents case studies from four of the organizations interviewed
as part of the research effort for development of this handbook. The case
studies follow the key processes of strategic management. Each one
contains a summation of the organization.s vision, mission, and guiding
principles, and an overview of its strategic management process. The
case studies illustrate four different approaches to strategic management
and how these organizations handled the various phases of their strategic
management effort.
Section III contains a glossary of terms used in this handbook, a bibliography
of the books, articles, reports, and papers reviewed to provide
background for the handbook, and a short biography about the author
Contents
foreword ……………………………………………………………………. i
Acknowledgments ……………………………………………………….. vii
How to Use this Handbook…………………………………………….. xi
Section I: Guidance………………………………………………………. 1
An Introduction to Strategic Management ………………………. 3
Phase I Deployment: Completing the Strategic Plan …………… 9
Keys to Success …………………………………………………………..9
Assign roles and responsibilities ……………………………………10
Establish priorities ……………………………………………………..17
Involve mid-level management as active participants………….18
Think it through.decide how to manage implementation……21
Charge mid-level management with aligning
lower-level plans ……………………………………………………….23
Make careful choices about the contents of the plan
and the form it will take ………………………………………………23
Phase II Deployment: Communicating the Strategic Plan ….. 27
Keys to Success …………………………………………………………27
Assign roles and responsibilities ……………………………………28
Communicate the plan constantly and consistently …………….29
Recognize the change process………………………………………34
Help people through the change process …………………………35
Implementing the Strategic Plan …………………………………. 39
Keys to Success ……………………………………………………………..40
Assign roles and responsibilities ……………………………………41
Involve senior leaders …………………………………………………45
Define an infrastructure ……………………………………………….46
Link goal groups ……………………………………………………….49
Phase integration of implementation actions with workload …50
Involve everyone within the organization…………………………52
Allocate resources for implementation …………………………….55
Manage the change process ………………………………………..58
Evaluate results …………………………………………………………60
Share lessons learned; acknowledge successes
through open and frequent communication ……………………..61
Strategic Measurement ……………………………………………. 63
Keys to Success ……………………………………………………………..65
Assign roles and responsibilities ……………………………………65
Use measurement to understand the organization ……………..69
Use measurement to provide a consistent viewpoint
from which to gauge performance …………………………………72
Use measurement to provide an integrated, focused
view of the future ……………………………………………………….78
Use measurement to communicate policy
(new strategic direction) ………………………………………………79
Update the measurement system ……………………………………81
Use measurement to provide quality feedback to the
strategic management process ………………………………………82
Revisiting the Strategic Plan ……………………………………… 85
Keys to Success ……………………………………………………………..85
Assign roles and responsibilities ……………………………………86
Recognize when to update the plan ……………………………….87
Modify strategic planning process to accommodate the
more mature organization …………………………………………..89
Incorporate new leaders into the strategic planning process ..91
Integrate measurement with strategic planning …………………93
Use experienced strategic planning facilitators …………………94
Section II: Case Studies ……………………………………………….. 95
Case Studies: Strategic Plans at Work …………………………………97
Naval Air Station, Barbers Point ………………………………………..99
Naval Air Facility Washington ………………………………………..109
United States Military Entrance Processing Command …………..121
Center for Veterinary Medicine………………………………………..133
Section III: Appendix ………………………………………………….A-1
Glossary ……………………………………………………………………. A-3
Bibliography
There is no great tradition or heritage for strategic thinking in many organizations; the skill to set and implement strategy is sometimes missing; and there are barriers to strategy . . .. All this makes strategic thinking and action a tough challenge . . .. The first step requires finding the motivation to begin..
(Tregoe, Zimmerman, Smith, and Tobia, 1989)
