Strategic control can be defined as process of monitoring as to whether to various
strategies adopted by the organization are helping its internal environment to be
matched with the external environment. Strategic control processes allow
managers to evaluate a company's program from a critical long-term perspective.
This involves a detailed and objective analysis of a company's organization and its
ability to maximize its strengths and market opportunities.
There are four types of strategic control as follows:
1. Premise control: is designed to check systematically and continuous whether
or not the premises set during the planning and implementation process are
still valid
2. Implementation control: is designed to assess whether the overall strategy
result associated with incremental steps and actions that implement overall
strategy.
3. Strategic surveillance: It is designed to monitor a broad range of events
inside and outside the company to threaten the course of firm's strategy.
4. Special alert control: is the need to thoroughly and often rapidly reconsider
the firm's basic strategy based on a sudden unexpected event.
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STRATEGY IMPLEMENTATION & STRATEGIC CONTROL Wednesday,
Dec 10 2008
All sectors and Education and For Entrepreneurs and For Large Corporates and
Government & Not for Profit and SME Sector STRATEGY, strategy control,
Strategy Implementation, strategy implementation skills management innovations
Strategy Implementation, the 4th step of the strategy management process, is
putting formulated strategies into action.
Without successive implementation, valuable strategies deeloped by managers are
virtually worthless.
The successful implementation of strategy required 4 basic skills:
1. INTERACTING SKILL
2. ALLOCATING SKILL
3. MONITORING SKILL
4. ORGANIZING SKILL
INTERACTING SKILL:
Interacting Skill is the ability to manager people during implementation. Managers
who are able to understand the fears and frustrations others feel during the
implementation of a new strategy tend to be the best implementers. These
managers empathize with organization members and bargain for the best way to
put a strategy into action.
ALLOCATING SKILL:
Allocating skill is the ability to provide the organizational resources necessary to
implementing a strategy.
Successful implementers are talented at scheduling jobs, budgeting time and
money, allocating other resources that are critical for implementation.
MONITORING SKILL:
Monitoring skill is the ability to use information to determine whether a problem
has arisen that is blocking implementation.
Good Strategy Implementers set up feedback systems that continually tell them
about the status of strategy implementation.
ORGANIZING SKILL:
Organizing skill is the ability to create throughout the organization a network of
people who can help solve implementation problems as they occur.
Good implementers customize this network to include individuals who can handle
the special types of problems anticipated in the implementation of a particular
strategy.
Overall , the successful implementation of a strategy requires handling people
appropriately, allocating resources necessary for implementation, monitoring and
implementing progress, and solving implementation problems as they occur.
Perhaps the most important requirements are knowing which people can solve
specific implementation problems and being able to involve them when those
problems arise.
STRATEGIC CONTROL:
Strategic Control, the last step of the Strategy Management Process, consists of
monitoring and evaluating the strategy management process as a whole to ensure
that it is operating properly.
Strategic Control focuses on the activities involved in environmental analysis,
organizational direction, strategy formulation, strategy implementation, and
strategy control itself – checking that all steps of the strategy management process
are appropriate, compatible and functioning properly.