How to Implement Strategic Planning: Vision Statement, Mission Statement, Values

Thanks for the referral Mr.Shasikant Rajak.

Strategic Planning implementation is how to make a desired change in an organization and it involves why the organization like to embark on a strategic planning process and implementation. The important prerequisite factors for the effective implementation are:

Full and active executive support, effective communication, employees involvement, thorough organizational planning & competitive analysis, and widespread perceived need for the strategic planning.

Normally in an organization, when the management wants to introduce any changes that will attract the resistant to change attitude from its employees since it is employees oriented. Hence it requires a large commitment from its employees for the successful implementation. The executives and the senior managers must lead, support, follow-up, and live the results of the strategic planning implementation process, otherwise it will fail. 

I am very much convinced by this particular theory... here quoated by .. Mr. Krishnamurty............"" strategy cannot be deliberate but it emerges as a response to the environment"".  

Best Practices and strategies once gets recognized/successful are left for getting copied by others!!!

There is an implicit paradox with strategic planning. Of course, the iconoclaust Henry Mintzberg has practically dumped strategic planning into the dustbin in his work The Rise and Fall of Strategic Planning. From a practical standpoint, here is the paradox. Strategic planning by itself is no longer a source of competitive advantage since most firms indulge in it in one form or another. Thus we have a state called planning equilibrium. And yet, failure to plan can be a source of competitive disadvantage.

Classical strategic planning is built around the notion of the economic rational human being. Such a being does not exist. Unfortunately, all the pet theories of profit maximization and shareholder wealth maximization are built around this principle. Evolutionists like Mintzberg argue that strategy cannot be deliberate but it emerges as a response to the environment. Honda's success in the US motorcycle market is cited as an example. This notion of bounded rationality has its limits too. Andrew Pettigrew thus developed the adaptive rationality concept where your actions are dynamic and in tune with the context in which you operate. INTEL has mastered this approach by constant innovation and cannibalizing on its own products before they reach the maturity stage of the life cycle. In studying INTEL along with Andy Grove, Professor Burgelman of Stanford came to the conclusion that to understand strategy, you have to see "what they do." Andy Grove himself has observed in his book that a sense of constructive fear is vital to stay ahead of competition. The guru for the CEOs Ram Charan opines that more than planning, execution is the key. Anyone can plan. Few can execute. Successful execution requires leaders to walk the talk and practice the precept (Narayana Murthy), for communication to happen in all directions (down, up, lateral and diagonal), and most importantly a revised notion that strategy is not just a top-down process - it can equally be a bottom -up approach. Unless such organization-wide buy-in is ensured, no amount of grand planning will succeed. With organizational buy-in, even the most difficult plans can easily be accomplished.

Big question, Shashikant. I wrote a book to answer that question. Strategies are implemented through the strategy implementation process which as Darshana rightly says starts with an action plan. Strategy implementation would have several elements including the organization structure, culture, control systems, corporate governance and a whole range of issues. 

I support Sangram's idea fully.

Strategy is basically an Executive Decision so the involvement from them is compulsory and its given. Strategy is the basic action plan that needs to be introduced in a system or a process that would most likely make the necessary changes work into a meaningful bottomline. Strategy is completely communication driven. So it ideally means that the communication has to be injected into the sytem / process and then filtered down to the lowermost levels and these levels ensure that the communication translates into action!!!

Simply put, take a chess board as an example. There is one King, One Bishop only alongwith 2 camels, horses and elephants. Whereas, it has 8 rookies. Also to understand significantly is that the rookie is a single step functionaliyt but has the power to redeem any of the top bosses!! Strategic indeed!! Its this rookie (lower management- Employee at the lower end of the ladder) that needs to put forward this communication and translate it inot a checkmate!!

Mission / Vision statements are not difficult to talk about and understand!1 Thanks for the referral :))