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Showing posts with the label business alignment

Breaking Strategy Into Measurable Employee Actions

All organizations have strategies that help them define their approach to competing on the market. In the corporate world the development of strategy is one important aspect of executive management while successful implementation of that strategy is a second. Solid strategies, that can compete on the market, should be implemented throughout the organization creating deep alignment and competitive advantages. Breaking strategies into executive, managerial, and employee functions helps in finding an improvement blueprint. The far majority of strategies don't fail at actual design but fail during the implementation process. As strategies are implemented throughout the organization they do not move deep enough to ensure that actions are integrated with operations. Understanding the activities needed at each level of the organization has its benefits for implementation and management. The process of breaking down strategy into definable actions helps companies convert employee actio

The Social Context and Social Cognition of Projected Strategy Formation

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Strategy is not only the logical components of actions that lead to goal achievement. True strategy has significant social aspects based within the cognitive understanding of workers, stakeholders, and even customers. A paper by Vallaster and Muehlbacher (2012) outlines the social representations inherent within strategy formation and its social context of development.  Strategic success must take into account actions, interactions, and negotiations of multiple actors. Each person realizes the strategy through his or her own vantage points and previous practices. Strategy must fit within others mental framework in order to be successful and fully implemented throughout an organization. Strategizing takes includes 1.) narratives, 2.) actors personal interests, 3.) organizational design, culture and past practices, and 4.) market factors. Strategic development should take into account the multiple factors and their potential weight in order to be successful and navigate the soci

Aligning Organizational Strategies to Market Needs

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Corporate competitiveness is a process that requires continually adjustment to the market to increase efficiency and effectiveness. A paper by Bhattachariya and Gibbons (1996), discusses in further depth how this environmental alignment can be achieved. By ensuring organizations are structured in a way that improves competitiveness, they can also help secure a place in the global economy. Greater internationalization, consumer choice, fragmented markets, and short product cycles are some of the challenges organizations face.   Companies increasingly are forced to change with   environmental demands and are attempting to do this through transformation of their structure. A proper transformation should align the organization and everything within it to corporate strategies that match the market environment. Two primary constraints influence businesses, which include the external environment and a level of performance that is sufficient to deal with that environment. To fin