The three components of building a capable organization are: Show A. making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision making, and developing the appropriate competencies and capabilities. Building an organization capable of good strategy execution entails: A. staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort. Which of the following is TRUE of the capability building process? A. It requires two things: (1) developing the ability to do something, however imperfectly or inefficiently, and (2) molding these efforts into an organizational ability and as experience grows and personnel perform the activity consistently well and at an acceptable cost, it is transformed into a tried-and-true competence and as they continue to polish and refine their know-how into
further improvements, they then create a real competitive capability. What are the principal managerial components of the strategy execution process?The six steps are:. Clarify strategy. Clarify high-level strategy statements, separating and organizing goals, objectives, initiatives, aspirations, and strategies. ... . Identify the organization's capabilities. ... . Assess capabilities. ... . Determine gaps. ... . Choose investments. ... . Monitor strategy progress.. What does a good strategy execution require?Good strategy execution requires a team effort. All managers have strategy-executing responsibility in their areas of authority, and all employees are active participants in the strategy execution process.
What three key actions are required to build an organization capable of good strategy execution?creating a culture within the organization that promotes effective strategy execution. linking incentives to achieving the financial goals of the strategy. installing systems that allow personnel to carry out their roles in the strategy execution process.
How would you implement a new strategy without disrupting your organization?1. Break the new strategy into smaller phases. For example, instead of implementing a new company-wide software platform to the entire company at once, start with smaller departments, maintaining a dual platform as employees transition into the new program.
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