IPPTChap 011

19e Global Edition
THOMPSON | PETERAF | GAMBLE | STRICKLAND
CHAPTER 11
MANAGING INTERNAL OPERATIONS:
ACTIONS THAT PROMOTE GOOD
STRATEGY EXECUTION
Copyright 2014 by The McGraw-Hill Education All rights reserved.

PROMOTING GOOD STRATEGY
EXECUTION
Allocating resources to the drive for good strategy

execution.
Instituting policies and procedures that facilitate strategy
execution.
Using process management tools to drive continuous
improvement in how value chain activities are performed.
Installing information and operating systems that enable
personnel to carry out their strategic roles proficiently.
Using rewards and incentives to promote better strategy
execution and the achievement of strategic and financial
targets.
112
ALLOCATING RESOURCES TO THE
STRATEGY EXECUTION EFFORT
Possible Adverse Resource Allocation

Outcomes:
Too little funding that slows progress and impedes
the efforts of organizational units to execute their
pieces of the strategic plan proficiently.
Too much funding that wastes organizational
resources and reduces financial performance.
113
STRATEGIC MANAGEMENT PRINCIPLE
The funding requirements of good strategy

execution must drive how capital allocations
are made and the size of each units operating
budget. Underfunding organizational units and
activities pivotal to the strategy impedes
successful strategy implementation
114
STRATEGY-DRIVEN BUDGETING:
ALLOCATING RESOURCES
Screen resource requests carefully.

Approve only those that contribute to
strategy execution.
Provide the level of resources necessary
for the success of strategic initiatives.
Shift resources to higher-priority activities
where new execution initiatives are
needed.
115
A companys operating budget must be both

strategy-driven (in order to amply fund the
performance of key value chain activities) and
lean (in order to operate as cost-effectively as
possible).
116
INSTITUTING POLICIES AND
PROCEDURES THAT FACILITATE
STRATEGY EXECUTION
Policies and operating procedures facilitate

strategy execution by:
Providing top-down guidance regarding how things
need to be done.
Helping ensure consistency in how execution-critical
activities are performed.
Promoting the creation of a work climate that
facilitates good strategy execution.
117
FIGURE 11.1
How Policies and
Procedures Facilitate
Good Strategy Execution
118
INSTITUTING BEST PRACTICES AND
EMPLOYING PROCESS MANAGEMENT
TOOLS
Benchmarking
Best Process
Practices Reengineering
Pengelolaan
berkelanjutan
Total Quality Six Sigma

Management Quality
(TQM) Programs
119
CORE CONCEPT
A best practice is a method of performing an

activity that consistently delivers superior
results compared to other approaches.
Best practice adalah metode untuk
menampilkan aktivitas yang memberi hasil
superior dibanding dengan pendekatan lain
1110
FIGURE 11.2 From Benchmarking and Best-Practice Implementation
to Operating Excellence
The more that organizational units use best practices in performing their work, the
closer a company moves toward performing its value chain activities as effectively
and efficiently as possible.
Semakin banyak unit organisasi yang menggunakan best practices dalam
menyelenggarakan pekerjaan mereka, semakin dekat perubahan perusahaan terhadap
penyelenggaraan aktivitas value chain seefektif mungkin
This is what excellent strategy execution is all about.
1111
The more that organizational units use best

practices in performing their work, the closer a
company comes to achieving effective and
efficient strategy execution.
1112
REENGINEERING THE ORGANIZATION
Perekayasaan Organisasi
Business Process Reengineering
Proses perekayasaan bisnis
Involves radically redesigning and streamlining work effort, flows and
processes to achieve dramatic improvements in performance.
Melibatkan pendesainan ulang secara mendasar dan merampingkan
usaha kerja, arus, dan proses untuk mencapai perbaikan dalam kinerja.
Uses cross-functional teams, cutting-edge technology and information

systems to reset and refocus the organizations strategy.
Menggunakan tim lintas fungsi, memotong batasan teknologi dan
sistem informasi untuk mengatur kembali dan membfikuskan kembali
strategi organisasi.
1113
CORE CONCEPT
Business process reengineering involves

radically redesigning and streamlining how an
activity is performed, with the intent of
achieving quantum improvements in
performance.
1114
ACHIEVING CONTINUOUS
IMPROVEMENT
Total Quality Management (TQM )

Creating a total quality culture bent on continuously
improving the performance of every task and value
chain activity.
Is a long-term race without a finish in which success
comes slowly in small steps forward (kaizen).
1115
A STATISTICAL APPROACH TO
ACHIEVING CONTINUOUS
IMPROVEMENT
Six Sigma Programs

Utilize statistical methods to improve quality by
reducing defects and variability in business
processes.
Six Sigma Principles
All work is a process.
All processes have variability.
All processes create data that explain variability.
1116
CORE CONCEPT
Six Sigma programs utilize advanced

statistical methods to improve quality by
reducing defects and variability in the
performance of business processes.
1117
EXISTING PROCESSES AND SIX SIGMA:
DMAIC
Define what constitutes a defect or
Define
variation
Collect data to find out why, how,

Measure
and how often this defect occurs
Determine when, why and where the

Analyze
defect is occurring
Implement best practice to eliminate

Improve
defect or variation
Implement training, monitoring and

Control
controls to sustain the improvement
1118
THE DIFFERENCE BETWEEN BUSINESS
PROCESS REENGINEERING AND
CONTINUOUS IMPROVEMENT
Top-notch
Business Strategy Continuous
Process Execution and Improvement
Reengineering Operating (TQM, Six Sigma)
Excellence
Aims at one-time Aims at ongoing

quantum incremental
improvement improvements
1119
Business process reengineering aims at one-

time quantum improvement, while continuous
improvement programs like TQM and Six
Sigma aim at ongoing incremental
improvements.
1120
CAPTURING THE BENEFITS OF
INITIATIVES TO IMPROVE
OPERATIONS
Action Steps to Realize the Value of

TQM and Six Sigma Initiatives
Committing to Emphasizing the

total quality and necessity for improved
continuous performance
improvement Empowering all employees
to improve quality
Fostering quality- Using online systems
supportive behaviors to speed the adoption
of best practices
1121
INSTALLING INFORMATION AND
OPERATING SYSTEMS
Benefits of Information Technologies

Enable better strategy execution through data-based
decisions
Strengthen organizational capabilities
Allow for real-time tracking of implementation
initiatives and daily operations
Provide monitoring of empowered employee
performance (electronic scorecards)
Build closer relationships with customers
1122
USING REWARDS AND INCENTIVES
TO PROMOTE BETTER STRATEGY
EXECUTION
Providing incentives and an engaging

in motivational practices that facilitate
good strategy execution.
Techniques for
winning sustained,
energetic Striking the right balance between
commitment of rewards and punishment for individual
employees to the performance.
strategy execution
process
Linking employee rewards to
strategically relevant organizational
performance outcomes.
1123
A properly designed reward structure is

managements most powerful tool for
mobilizing organizational commitment to
successful strategy execution and aligning
efforts throughout the organization with
strategic priorities.
1124
CORE CONCEPT
Financial rewards provide high-powered

incentives when rewards are tied to specific
outcome objectives.
1125
NONMONETARY APPROACHES
TO ENHANCING MOTIVATION
Provide attractive perks and fringe benefits.

Give awards and other forms of public recognition.
Rely on promotion from within whenever possible.
Invite and act on ideas and suggestions.
Create a work atmosphere of caring and mutual respect.
State the strategic vision in inspirational terms.
Share the firms critical information with employees.
Provide a comfortable working environment.
1126
LINKING REWARDS TO STRATEGICALLY
RELEVANT PERFORMANCE OUTCOMES
Focus on and reward results, not effort.

Create a results-oriented work environment that
focuses on what to achieve, not what to do.
Set strategically-relevant, specific, and
measurable stretch performance goals that are
difficult but achievable.
Link the performance goals of each individual in
an organizational unit to the units goals.
Reward and recognize as success superior
performance in accomplishing the goals.
1127
GUIDELINES FOR DESIGNING EFFECTIVE
INCENTIVE COMPENSATION SYSTEMS
Make financial incentives a major, not minor,

piece of the total compensation package.
Have incentives that extend to all managers
and all workers, not just top management.
Administer the reward system with scrupulous
objectivity and fairness.
Keep the time between achieving targeted
performance outcome and payment of the
reward as short as possible.
Avoid rewarding effort rather than results.
1128

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19e Global Edition

THOMPSON | PETERAF | GAMBLE | STRICKLAND

Copyright 2014 by The McGraw-Hill Education All rights reserved.

Allocating resources to the drive for good strategy

Possible Adverse Resource Allocation

The funding requirements of good strategy

Screen resource requests carefully.

A companys operating budget must be both

Policies and operating procedures facilitate

Total Quality Six Sigma

A best practice is a method of performing an

The more that organizational units use best

Uses cross-functional teams, cutting-edge technology and information

Business process reengineering involves

Total Quality Management (TQM )

Six Sigma Programs

Six Sigma programs utilize advanced

Collect data to find out why, how,

Determine when, why and where the

Implement best practice to eliminate

Implement training, monitoring and

Aims at one-time Aims at ongoing

Business process reengineering aims at one-

Action Steps to Realize the Value of

Committing to Emphasizing the

Benefits of Information Technologies

Providing incentives and an engaging

A properly designed reward structure is

Financial rewards provide high-powered

Provide attractive perks and fringe benefits.

Focus on and reward results, not effort.

Make financial incentives a major, not minor,

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