Sách Strategic Management for Senior Leaders A Handbook for Implementation

Strategic Management for Senior Leaders: A Handbook for Implementation has been developed as a companion volume to A Handbook for
Strategic Planning (Department of the Navy Total Quality Leadership Office Publication No. 94-02). These handbooks were designed to assist
Department of the Navy (DON) executives, Commanding Officers, Total Quality Leadership (TQL) coordinators, and strategic planning facilitators in leading the strategic management process.

Using A Handbook for Strategic Planning, the senior leadership team can complete most of the “planning” work by developing the organization’s vision, mission, guiding principles, strategic goals, strategies, and objectives. The next steps are to complete the planning work, publish, deploy, implement, measure, and evaluate the plan. Strategic Management for Senior Leaders: A Handbook for Implementation continues this process, offering suggestions on these steps.

These suggestions derive from lessons learned during extensive work with client organizations in developing, deploying, and implementing strategic plans. This information has been supplemented by research that included personal interviews with DON and other government leaders who have led strategic management efforts within their organizations. Therefore, this handbook should be considered a guideline to help leaders make choices; it is not intended to be directive.

Each organization has its own distinctive culture and mission. However, there are lessons learned and successful strategies that are common to them all. This handbook brings together these strategies and lessons so that senior leaders can apply them within their own organizations.
The ability to lead organizations into the future is a new skill for most senior leaders. These are people who have a mission to perform and a
business to manage. Such responsibilities leave little time to think about the future, let alone put plans into action to reach that future. Yet, strategic management requires dedication and commitment on the part of the senior leaders to create the vision of the future. Then they must create the mechanisms and commit the resources to achieve that future. This handbook will help them go beyond planning and use their strategic plans to change the way they do business.

The principal research for Strategic Management for Senior Leaders: A Handbook for Implementation was done by a Logicon Syscon Corporation team (under subcontract to K.W. Tunnell Co., Inc., contract number GS-22F-0096B). I especially want to recognize the efforts of Ms. Kathy Burks, whose strategic planning expertise contributed to the success of this project. We hope readers find this handbook useful as they continue to lead their organizations into the future.

Contents

Foreword . i
Acknowledgments . vii
How to Use this Handbook . xi
Section I: Guidance 1
An Introduction to Strategic Management 3
Phase I Deployment: Completing the Strategic Plan . 9
Keys to Success 9
Assign roles and responsibilities 10
Establish priorities 17
Involve mid-level management as active participants .18
Think it through—decide how to manage implementation 21
Charge mid-level management with aligning lower-level plans 23
Make careful choices about the contents of the plan and the form it will take 23
Phase II Deployment: Communicating the Strategic Plan . 27
Keys to Success 27
Assign roles and responsibilities 28
Communicate the plan constantly and consistently 29
Recognize the change process .34
Help people through the change process 35
Strategic Management for Senior Leaders: A Handbook for Implementation Implementing the Strategic Plan 39
Keys to Success .40
Assign roles and responsibilities 41
Involve senior leaders .45
Define an infrastructure .46
Link goal groups 49
Phase integration of implementation actions with workload .50
Involve everyone within the organization 52
Allocate resources for implementation 55
Manage the change process .58
Evaluate results 60
Share lessons learned; acknowledge successes through open and frequent communication 61
Strategic Measurement 63
Keys to Success .65
Assign roles and responsibilities 65
Use measurement to understand the organization .69
Use measurement to provide a consistent viewpoint from which to gauge performance .72
Use measurement to provide an integrated, focused view of the future 78
Use measurement to communicate policy (new strategic direction) 79
Update the measurement system 81
Use measurement to provide quality feedback to the strategic management process .82
Revisiting the Strategic Plan . 85
Keys to Success .85
Assign roles and responsibilities 86
Recognize when to update the plan .87
Modify strategic planning process to accommodate the more mature organization 89
Incorporate new leaders into the strategic planning process 91
Integrate measurement with strategic planning .93
Use experienced strategic planning facilitators .94
Section II: Case Studies 95
Case Studies: Strategic Plans at Work .97
Naval Air Station, Barbers Point .99
Naval Air Facility Washington .109
United States Military Entrance Processing Command 121
Center for Veterinary Medicine .133
Section III: Appendix A-1
Glossary . A-3
Bibliography . A-9
About the Author . A-15