BUSINESS STRATEGY

Business Strategy Implementation

Business Strategy Implementation

Role and Responsibilities in Implementation of Strategies

All strategic management process has essentially three phases planning, implementation and control. This article will discuss roles and responsibilities in implementation of the strategies in two different organizations i.e. Orange Telecom and Hutchison Telecom (see appendix for UK market share of both companies), while taking into account the importance for sustained development of companies and the challenges they face in meeting the needs and demands of an increasingly competitive market (Verweire 2004, pp. 64-85).

When executing a strategy, a manager or a leader must observe structures of the organization for three reasons. First, the current business structure can either help or not or even prevent effective implementation. Secondly, an organization demands the allocation of implementation tasks to the various levels of the organization and its staff. A radical change strategy or organizational redirection usually headed by general manager, while the strategy routine changes can be carried out by middle management. Third, the informal organisation, can become a valuable tool to facilitate successful implementation, which can be used as informal communication network to encourage the rapid implementation of the strategy. The formal structure may have different classifications, from bureaucratic structures to the meritocratic.

The roles and responsibilities for implementation of strategies differ from organization to organization based on their structure and the markets in which they operate. Hutchison and Orange both are multinational telecom companies, and considered as business rivals (Pierre 2010, pp. 27-63). However, strategy implementation process differs in the organizations on the basis of their structure. Roles and responsibilities for strategy implementation cannot be discussed in detail due to several constraints like word limit, length of the implementation process etc. However, a brief version of roles and responsibilities will be discussed.

Roles and Responsibilities for Strategy Implementation in Orange and Hutchison

Strategy implementation in every organization begins with one simple and effective formula by assigning the tasks to employees, so that everyone can focus on core activities assign to them (Galbraith & Kazanjian 1986, pp. 13-98). Orange and Hutchison also employ the same method, however, in orange a manager form a team for strategy implementation, recruit consultants and experts, develop a plan and manage all the other relevant issues in strategy implementation. Whereas, a manager in Hutchison before the formation of team coveys its plans or strategy to the staff, so that they can volunteer them to be part of strategy implementation process. Second is the formation of the team who are then asked to develop a plan (Pierre 2010, pp. 27-63). The plan then tested on a small fraction of the organization in order to observe the impacts. If the strategy turned successful then manager assign the roles to the team to implement the strategy in the organization. Although, if strategy turned unsuccessful than it will modify and adjusted for a re-test.

Resource Required To Implementation a New Strategy for Orange Company

Even a slight change in strategy in big organizations like Orange can disturb the whole operations, which is why, it ...