Vous êtes sur la page 1sur 17

m  

Õ   


› Each Strategy, once approved, is operative for a period of


five to ten years. Upon the expiry date a Strategy will be
reviewed.
› The review may result in :
the extension of the strategy in its existing or amended form
cessation of a strategy if the objectives have been meet,
circumstances change or a strategy is not having the desired
impact.
› An organization may initiate a review within the scheduled
time period if it considers that a strategy is failing to meet its
objective(s) or circumstances have changed significantly.
m  Õ   

Õ  m 

Õ  m  Y  Y


Y

   
  Y      

  Y Y   
 
 
        
Y Y 
Y    Y   

  YÕ  m  Y 


   Y

 Y    
   Õ  m 

"  Y î 


    Y 

"   


"Y 

    
"Y Y  Y

  
  Y
! 
$   # Y
$ % 
Y# Y
$  # Y
$ # Y
  $  Y# Y
  Y# Y $ &'# Y
Õ       
   Õ  
ë  
       
         
         
        


  
 
› Strategic control is concerned with tracking a strategy as it is
being implemented, detecting problems or changes in its
underlying premises, and making necessary adjustments.
› Strategic control is concerned with guiding action on behalf of
the strategy as that action is taking place and when the end
result is still several years off.
  Õ     
› The control of strategy can be characterized as a form of
"steering control".
› As time lapses between the initial implementation of a
strategy and achievement of its intended result,
investments are made and numerous projects and actions
are undertaken to implement the strategy.
› During that time changes are taking place in both the
environmental situation (e.g. competitors launching new
products or change in government regulations) and the
firm's internal situation (core competencies being
achieved, learning curve effect).
› Strategic controls are necessary to steer the firm through
these events.
› Strategic controls must provide the basis for adopting the
firm's strategic actions and directions in response to these
developments and changes.
6   Õ     

  Y Y# 
  Y Y  
 Y  
    Õ      
   
     

perational Control is aimed at allocation and use


of organizational units, such as divisions, SBU¶s,
etc., to assess their contribution to the
achievement of organizational objectives.
perational Control is concerned with action or
performance, and is one of the main reasons as to
why it is used so extensively in an organization.
Õ            

Õ     
roactive
External Environment
Usually concerns Top
Management
Environment Scanning,
Reviews

     


Action riented
Internal rganization
Middle/Lower
Management
Budgets, Schedules &
MB¶s
î      

º Y  Y º  Y  Y



Y  
Y 


  Y      
( )

Y,Y *+ î 

 
 î  
 Y &Y


("Y% 
"Y #  î%#)
      

Comparative study between the Actual erformance and the rojected


erformance leads to the evaluation of any form of deviation present.

# 
-Y   Y Y

#  '
" Y  
 
î 
 
" Y  
Actual 
erformance
Deviates
Negatively From
The Estimated
erformance
  Õ        
D. Identifying short term strategies which would help in achieving
long term strategies
2. Developing functional strategies to achieve short term strategies
3. Developing and communicating concise policies which would
help in achieving functional strategies through empowerment
4. Designing effective reward systems that would motivate people
at all levels to achieve objectives
5. Reengineering business processes to improve efficiency
6. Designing an effective organizational structure to meet the long
term objectives and also being adaptive to changes needed
7. Allowing multiple structures to operate simultaneously within the
organization to accommodate products, geography, innovation
and customers
8. vercoming resistance to changes in the existing organizational
structure
«continued
Ô. Balancing the demands for control/differentiation with the need for
coordination/integration
D . Making the best use of technology to create virtual organization
where possible
DD. Redefining the role of corporate headquarters from control to
support and coordination
D2. The leadership challenge is to galvanize commitment among
people within an organization as well as stakeholders outside the
organization to embrace change and implement strategies.
D3. To get the management support for all the activities taken up by the
leadership.
6