business policy unit VI essay and DQ question

0:00 Hello, this is Dr. Peter Trzop, and looking at Unit VI, strategy 0:04 implementation. Once leaders of a company develop a strategy or maybe some points 0:11 that they want to do, a plan, then the next that becomes implementation. 0:16 Once we implement a program, there's a lot of things that have to happen, not only 0:21 do the leaders have to have buy-in because not every leader may have buy-in. But you also have to look 0:27 at your managers, your mid-level workers, if you will, and also your frontline 0:32 workers. In every company this is a mix of people, there some more here and there, 0:37 but overall it includes the entire team. Once the plan is set up then questions 0:43 then become how do we develop it? Is it centralized, or is it decentralized? And a lot 0:50 of people look at those terms in the sense of government, but in reality, 0:54 businesses do the same thing. Do we have a headquarters, or corporate office that 0:59 makes all the decisions and flows it down to the other parts of the company? 1:04 Or does the, if you will, the front-line workers, have more of a decision-making process 1:11 and ability to influence policies, and then it flows more upwards? So there's a lot of 1:16 decisions on that. That's just a technique, or if you will, a culture of how we run the 1:21 business. You also have to look at how do you develop budgets, procedures. How do 1:27 you measure the results, with metrics, performance markers? There's things of that 1:33 nature. We have to remember though when making these metrics they will guide the 1:38 company in a specific way, and I say that in a word of positive tone, and also 1:44 caution. We may say that we have to measure something, and that's important, 1:49 because how do we know that we're implementing the strategy correctly? That's 1:53 several factors have to be considered. Do we know that that marker metric is actually 2:00 measuring what we want? Is it accurate, is it something we actually want to measure? 2:05 And these are factors that play a role because people will move to metrics. And when they 2:10 move to metrics they may say, "well I completed what I was supposed 2:13 to do and I was successful at it, but we still fail." So again you got to make sure 2:18 that the metrics are marking accurately what's going on, but also what you want 2:24 to measure. So there are things of that nature you need to look at. You need to look at

2:29 how staffing is, how directing and organizing, so there's a lot of things that you have 2:33 to be careful about. Do you have the right personnel in the right positions? As more 2:38 contingency theory but the key here is, how does the company set up its 2:43 staffing and organize things in order to implement the strategy? In order to 2:48 review this, this chapter, take a look at the readings and explore on your own, 2:53 in order to figure out other ways that companies can implement strategies. Like for 2:59 Example, Six Sigma can be part of that, the link concept, there's a lot of 3:03 different mechanisms there, a lot of different techniques. So just take a look at the 3:07 Readings, and do your own research as well. If you have any questions reach out to your 3:11 course instructor right away. Thank you.