Strategy Crafting And ExcutionEssay Preview: Strategy Crafting And ExcutionReport this essayThe McKinsey Survey was an informing article which made sense for our course study. There were several points that were stressed in this article. The three key points that caught my attention were:
Who decides? In other words, who participates in planning a companyÐÐŽÐЇs strategy? The article showed that more than half companies in this survey were let their strategies made by a small senior group which including the CEO or equivalent. However, I feel a good strategy should be decided by more managers and employees at more levels of management. Companies need to ensure more evenly distributed participation.
People believe that HR department generally plays an important support role in strategic planning. But it showed that most of the companies lack integration between their strategic planning groups and their human resource groups.
Communication within the departments is important to an organization in strategic planning. Good communication can make planning and execution efficiently.
I believe the key points in this article are related and similar to the readings in chapter one and two. They both addressed the key elements of strategic planning, the importance of execution and communication and also some shortages by different approaches. The McKinsey article more focused on reality and different business levels. The text focuses more on the theory. Chapter one focuses on the importance of having a strong strategy and effective implementation. Chapter two focuses on how a strategy should be developed, who participates in the process, and how to successfully and effectively implement the strategy. However, I found this article discussed a little more about the role of HR department than the text. After reading both of the article and the text, I feel that strategic planning is really important to a company and the approaches to make the planning and execution success is valuable to study.
[PDF: 19 KB]
It was hard, even for me, to believe that it was simply the fact that an engineer was the problem. I would never do that again.”
[PDF: 16 KB]
To have this talk about a problem is to be a lot more serious about it, and take great care of the actual problem. It is important to be serious with your problems, especially where a problem is related to the product or service being produced.
[PDF: 8 KB]
There is no guarantee that a problem or problem management consultant, the one who manages problems like this, will put his or her money where his or her mouth is. I understand that sometimes the consultant and his or her team have different motivations, but each person needs to make some decisions, including the best decisions, that they can make when designing the solution. And if this sort of thinking gets confused with the job responsibilities of others, and especially if the consultant goes off the deep end, the company will find it hard to make any progress as there was no way he or she can address the problem.
Chapter 2
[PDF: 29 KB]
I’ve learned that my time and my ability come from experiences, not from the process. The process is my responsibility, but it is also my responsibility as an employee to make decisions and bring together the team and the stakeholders. It can be very overwhelming, but you do it because you see a different side of a company. So do the work, and the process creates the right environment from the very first day.
[PDF: 12 KB]
This is the same thing over and over. It is always difficult to find the right environment for a project or business. The person who starts every day with little success and doesn’t do anything worthwhile is often the reason for failures. The idea of the ‘new manager’ is to take your time as your first step, to take your responsibilities as your first responsibility, to try to change how a person works, how he or she thinks about himself, and you make your life more interesting than you are.
[PDF: 21 KB]
Another thing I often remember is that I often felt that the person who was trying to start the company was at fault for many of these problems, or at fault for one of them at the very least.
[PDF: 2 KB]
Another way that I feel this sort of thinking works the other way around was through the person working on these project plans. The person working on the project takes over, and he or she works with the person who was helping her resolve the problem. This person can then use the time, and the skills, to design and produce the project that gets started. The person who gets involved and makes the decision is then put on the field to work on that project, to get those skills and abilities on track. The person who helps make these decisions can then make the