Strategic implementation mode

In the practice of enterprise's strategic management, there are five different strategic implementation modes, namely, command, change, cooperation, culture and growth. The characteristic of this model is that the general manager of the enterprise considers how to formulate an optimal strategy. In practice, the planner should submit a report on business strategy to the general manager, who will make a conclusion and determine the strategy after reading it, and then announce the business strategy to the top management, and then force the lower management to implement it.

The application of this model should have the following constraints:

1. The general manager should have high authority and rely on his authority to promote the implementation of the strategy by issuing various instructions.

2. This model can only be used when the strategy is easy to implement. This requires that the goals of the strategy maker and the strategy executor are relatively consistent, and the strategy will not pose a threat to the existing operating system of the enterprise; The organizational structure of enterprises is generally highly centralized, with stable environment, large amount of information, low degree of diversification, strong competitive position and relatively loose resources.

3. This model requires enterprises to collect information accurately and effectively and summarize it to the general manager in time. Therefore, it needs higher information conditions. This model is not suitable for a rapidly changing environment.

4. This model should have more objective planners. Because in decentralized enterprises, each business department often emphasizes its own interests, which affects the rationality of the overall strategy of the enterprise. Therefore, enterprises need to be equipped with a certain number of planners with global vision to coordinate the plans of various business divisions and make them more in line with the overall requirements of enterprises.

The disadvantage of this model is to separate strategists from executors, that is, top managers make strategies and force low-level managers to implement them. Therefore, the lower managers lack the motivation and creative spirit to implement the strategy, and even refuse to implement it. The characteristic of this model is that enterprise managers consider how to implement enterprise strategy. In the implementation of the strategy, the general manager himself or in other ways needs to carry out a series of changes to the enterprise, such as establishing new organizations, new information systems, personnel changes, and even merging or merging business scope, and adopting incentive and control systems to promote the implementation of the strategy. In order to further improve the chances of strategic success, corporate strategic leaders often adopt the following three methods:

1. Use the new organization and employees to convey to all employees what the strategic focus of the new strategy is, and focus the enterprise's attention on the areas needed for strategic focus.

2. Establish a strategic planning system and a benefit evaluation system, and adopt various incentive policies to support the implementation of the strategy.

3. Fully mobilize the enthusiasm of employees within the enterprise, and strive for the support of local people for the strategy, so as to ensure the implementation of the enterprise strategy.

This mode is more effective than the command mode in many enterprises, but it does not solve the problems such as how to obtain accurate information, the influence of the interests of various institutions and individuals on the strategic plan and the motivation of strategy implementation, and it also creates new problems, that is, enterprises lose the flexibility of strategy while establishing new organization and control systems to support strategy implementation, making it more difficult to change the strategy when the external environment changes. In the long run, the environment is uncertain. The characteristics of this model make the general manager of the enterprise consider how to let other senior managers bear the relevant strategic responsibilities from the beginning of strategy implementation. In order to give full play to the collective wisdom, the general manager of the enterprise should fully discuss the enterprise strategy with other managers at the same level, form a more consistent opinion, formulate the strategy, and further implement and execute the strategy, so that every senior manager can make his own contribution in the process of strategy formulation and implementation.

There are various forms of coordinating senior management. For example, some enterprises set up a "strategic research group" attended by leaders of various functional departments to collect different views on strategic issues, conduct research and analysis, and formulate specific measures for strategic implementation on the basis of unified understanding. The task of the general manager is to organize a team of qualified managers to formulate and implement strategies and enable them to cooperate well.

The cooperative mode overcomes the two limitations of the command mode, that is, the change mode, so that the general manager can get close to the front-line managers and get more accurate information. At the same time, because the formulation of the strategy is based on collective consideration, the possibility of successful implementation of the strategy is improved.

The disadvantage of this model is that strategy is the product of compromise between participants with different views and purposes, which may reduce the economic rationality of strategy. At the same time, there are still differences between strategists and executors, which still fail to fully mobilize the wisdom and enthusiasm of all managers. The characteristic of this model is that the general manager of the enterprise considers how to mobilize all employees to participate in the strategic implementation activities, that is, the general manager of the enterprise uses the means of corporate culture to instill strategic ideas into all members of the enterprise, establish consistent values and codes of conduct, and make all members participate in the strategic implementation activities on the basis of consistent culture. Because this model breaks the boundary between the strategists and executors, and tries to make every employee participate in the formulation and implementation of the enterprise strategy, all employees in the enterprise work under the same strategic goal, so that the enterprise strategy can be implemented quickly with little risk, and the enterprise can develop rapidly.

Cultural patterns also have limitations, as follows:

1. This model is based on the assumption that all employees in the enterprise are intellectuals. In practice, it is difficult for employees to reach this level of knowledge. Due to the limitation of education and quality, ordinary employees (especially those in labor-intensive enterprises) have limited participation in enterprise strategy formulation.

2. A very strong corporate culture may cover up some problems existing in the enterprise, and the enterprise will pay the price for it.

3. It takes more manpower and time to adopt this model, or it may be because the top management of the enterprise is unwilling to give up control, thus making employees participate in strategy formulation and implementation a mere formality. The characteristics of this model make the general manager of the enterprise consider how to stimulate the enthusiasm and initiative of the lower management to formulate the implementation strategy and strive for the growth of enterprise benefits. In other words, the general manager should take seriously all the plans put forward by lower-level managers that are beneficial to the development of the enterprise. As long as the scheme is basically feasible and conforms to the strategic development direction of the enterprise, measures to solve specific problems in the scheme should be approved in time after discussing with the management personnel to encourage the enthusiasm of employees. Using this model, the enterprise strategy is not implemented from top to bottom, but produced from bottom to top. Therefore, the general manager should have the following understanding:

1. It is impossible for the general manager to control all the major opportunities and threats. It is necessary to give low-level managers a relaxed environment and encourage them to focus on business decisions that are conducive to the development of enterprises.

The power of the general manager is limited, and it is impossible to impose his will on the members of the organization in any way.

3. Only by fully mobilizing and giving full play to the enthusiasm of lower-level managers can the general manager correctly formulate and implement the strategy. A slightly inferior strategy that can be widely supported by people is much more valuable than a "best" strategy that can not be enthusiastically supported by people at all.

Enterprise strategy is the crystallization of collective wisdom, and it is difficult for a person to make a correct strategy. Therefore, the general manager should insist on giving full play to the role of collective wisdom and strive to reduce various unfavorable factors in collective decision-making.

Before the 1960s, the business circles thought that management needed absolute authority, and in this case, the command mode was necessary. In the 1960s, Chandler's research results pointed out that in order to effectively implement the strategy, it was necessary to adjust the organizational structure of enterprises, so a transformation model appeared. The three modes of cooperation, culture and growth appeared late, but from these three modes, we can see that the implementation of the strategy is full of contradictions and problems, and only by mobilizing various positive factors can the strategy succeed. The above five strategic implementation modes have their own emphases when formulating and implementing strategies. Commanding type and cooperative type pay more attention to the formulation of strategy, and regard the implementation of strategy as an after-the-fact behavior, while cultural type and growth type pay more attention to the implementation of strategy. In fact, in enterprises, the above five models are often crossed or staggered.