Chapter 11: Building resource strengths and organizational capabilities. This chapter includes contents: A framework for executing strategy, the principal managerial components of the strategy execution process, building a capable organization, staffing the organization, building core competencies and competitive capabilities, matching organization structure to strategy, organizational Structures of the future. | Building Resource Strengths and Organizational Capabilities 11 Chapter Screen graphics created by: Jana F. Kuzmicki, . Troy State University-Florida and Western Region Chapter Roadmap A Framework for Executing Strategy The Principal Managerial Components of the Strategy Execution Process Building a Capable Organization Staffing the Organization Building Core Competencies and Competitive Capabilities Matching Organization Structure to Strategy Organizational Structures of the Future Crafting vs. Executing Strategy Crafting the Strategy Primarily a market-driven activity Successful strategy making depends on Business vision Perceptive analysis of market conditions and company resources and capabilities Attracting and pleasing customers Outcompeting rivals Using company resources and capabilities to forge a competitive advantage Executing the Strategy Primarily an operations-driven activity Successful strategy execution depends on Good organization-building and people management Creating a strategy-supportive culture Continuous improvement Getting things done and delivering good results Executing the Strategy An action-oriented, make-things happen task involving management’s ability to Direct organizational change Achieve continuous improvement in operations and business processes Move toward operating excellence Create and nurture a strategy-supportive culture Consistently meet or beat performance targets Tougher and more time-consuming than crafting strategy Implementation involves . . . What Are the Goals of the Strategy Implementing-Executing Process? Unite total organization behind strategy See that activities are done in a manner that is conducive to first-rate strategy execution Generate commitment so an enthusiastic crusade emerges to carry out strategy Fit how organization conducts its operations to requirements of strategy Fig. : The Eight Actions of Implementing and Executing Strategy Fig. : The Three Components of Building a Capable . | Building Resource Strengths and Organizational Capabilities 11 Chapter Screen graphics created by: Jana F. Kuzmicki, . Troy State University-Florida and Western Region Chapter Roadmap A Framework for Executing Strategy The Principal Managerial Components of the Strategy Execution Process Building a Capable Organization Staffing the Organization Building Core Competencies and Competitive Capabilities Matching Organization Structure to Strategy Organizational Structures of the Future Crafting vs. Executing Strategy Crafting the Strategy Primarily a market-driven activity Successful strategy making depends on Business vision Perceptive analysis of market conditions and company resources and capabilities Attracting and pleasing customers Outcompeting rivals Using company resources and capabilities to forge a competitive advantage Executing the Strategy Primarily an operations-driven activity Successful strategy execution depends on Good organization-building and people management .
