{"id":512,"date":"2019-07-29T18:11:53","date_gmt":"2019-07-29T18:11:53","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=512"},"modified":"2024-04-24T23:21:13","modified_gmt":"2024-04-24T23:21:13","slug":"strategy-implementation","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/strategy-implementation\/","title":{"raw":"Strategy Implementation","rendered":"Strategy Implementation"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Describe strategy implementation<\/li>\r\n<\/ul>\r\n<\/div>\r\nRegardless of how solid a strategy seems in concept, the proof is in implementation. Former AlliedSignal CEO and co-author of <em>Execution: The Discipline of Getting Things Done<\/em> (among other books) Larry Bossidy states that \u201cexecution is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.\u201d[footnote]Bossidy, Larry.\u00a0<em>Execution: The Discipline of Getting Things Done.<\/em>\u00a0New York, NY: Crown Business, 2002.[\/footnote] Specifically, the implementation phase is where the competitive strategy (which was previously developed in the strategy formulation phase) is translated into strategic goals and objectives, with associated accountability metrics and timelines.\r\n\r\n<img class=\"aligncenter size-full wp-image-749\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/07\/06224104\/implement-2372179_1920-e1565131285272.jpg\" alt=\"A photograph of scrabble tiles spelling out the word &quot;implement&quot;\" width=\"1920\" height=\"566\" \/>\r\n\r\nThe organization\u2019s choice of strategy has implications for human resources structure, policies and practices\u2014including recruitment, employee training and development. From a human resource management standpoint, the key to successful implementation is alignment: aligning culture with an organization\u2019s mission and values; reviewing and redefining, as necessary, job descriptions; selecting employees who have the knowledge, skills and abilities (KSAs) as well as the mindset to drive the desired results and ensuring that structures, policies and systems (for example, compensation and incentive systems) reinforce desired behavior and performance. We\u2019ll discuss this in <a href=\"..\/chapter\/organizational-strategic-planning\/\" target=\"_blank\" rel=\"noopener\">Organizational Strategic Planning<\/a> but in the interim, let's take a look at an example in real life.\r\n<div class=\"textbox examples\">\r\n<h3>U.S. Government Accountability Office<\/h3>\r\nHere is an excerpt from the U.S. Government Accountability Office\u2019s (GAO) 2013\u20132015 Human Capital Plan that reflects the alignment of the GAO\u2019s human capital plan to the agency\u2019s strategic goals:[footnote]\"<a href=\"https:\/\/www.gao.gov\/assets\/660\/655826.pdf\" target=\"_blank\" rel=\"noopener\">GAO's Human Capital Strategic Plan, 2013\u20132015.<\/a>\" United States Government Accountability Office. 2013. Accessed July 30, 2019.[\/footnote]\r\n\r\nGAO\u2019s strategic goals:\r\n<ol>\r\n \t<li style=\"font-weight: 400;\">Address current and emerging challenges to the well-being and financial security of the American people<\/li>\r\n \t<li style=\"font-weight: 400;\">Respond to changing security threats and the challenges of global interdependence<\/li>\r\n \t<li style=\"font-weight: 400;\">Help transform the federal government to address national challenges, and<\/li>\r\n \t<li style=\"font-weight: 400;\">Maximize the value of GAO by enabling quality, timely service to the Congress and being a leading practices federal agency<\/li>\r\n<\/ol>\r\nGAO\u2019s human capital strategic plan is aligned with Goal 4. The associated human capital objectives are:\r\n<ol>\r\n \t<li style=\"font-weight: 400;\">Improve efficiency and effectiveness in performing GAO\u2019s mission and delivering quality products and services to the Congress and the American people<\/li>\r\n \t<li style=\"font-weight: 400;\">Maintain and enhance a diverse workforce and inclusive work environment through strengthened recruiting, retention development, and reward programs<\/li>\r\n \t<li style=\"font-weight: 400;\">Expand networks, collaborations, and partnerships that promote professional standards and enhance GAO\u2019s knowledge, agility, and response time and<\/li>\r\n \t<li style=\"font-weight: 400;\">Be a responsible steward of GAO\u2019s human, information, fiscal, technological, and physical resources.<\/li>\r\n<\/ol>\r\n<\/div>\r\nWhat you see in the above example is a clear alignment of the GAO\u2019s human capital plan to the agency\u2019s strategic goals. For example, the human capital plan seeks to maximize the value of the GAO by improving the agency\u2019s efficiency and effectiveness, being a responsible steward of resources and enhancing knowledge, agility and response time. The human capital plan addresses the \u201cleading practices\u201d point by prioritizing a diverse workforce and inclusive work environment and expanding networks and partnerships that promote professional standards.","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Describe strategy implementation<\/li>\n<\/ul>\n<\/div>\n<p>Regardless of how solid a strategy seems in concept, the proof is in implementation. Former AlliedSignal CEO and co-author of <em>Execution: The Discipline of Getting Things Done<\/em> (among other books) Larry Bossidy states that \u201cexecution is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.\u201d<a class=\"footnote\" title=\"Bossidy, Larry.\u00a0Execution: The Discipline of Getting Things Done.\u00a0New York, NY: Crown Business, 2002.\" id=\"return-footnote-512-1\" href=\"#footnote-512-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> Specifically, the implementation phase is where the competitive strategy (which was previously developed in the strategy formulation phase) is translated into strategic goals and objectives, with associated accountability metrics and timelines.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-749\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/07\/06224104\/implement-2372179_1920-e1565131285272.jpg\" alt=\"A photograph of scrabble tiles spelling out the word &quot;implement&quot;\" width=\"1920\" height=\"566\" \/><\/p>\n<p>The organization\u2019s choice of strategy has implications for human resources structure, policies and practices\u2014including recruitment, employee training and development. From a human resource management standpoint, the key to successful implementation is alignment: aligning culture with an organization\u2019s mission and values; reviewing and redefining, as necessary, job descriptions; selecting employees who have the knowledge, skills and abilities (KSAs) as well as the mindset to drive the desired results and ensuring that structures, policies and systems (for example, compensation and incentive systems) reinforce desired behavior and performance. We\u2019ll discuss this in <a href=\"..\/chapter\/organizational-strategic-planning\/\" target=\"_blank\" rel=\"noopener\">Organizational Strategic Planning<\/a> but in the interim, let&#8217;s take a look at an example in real life.<\/p>\n<div class=\"textbox examples\">\n<h3>U.S. Government Accountability Office<\/h3>\n<p>Here is an excerpt from the U.S. Government Accountability Office\u2019s (GAO) 2013\u20132015 Human Capital Plan that reflects the alignment of the GAO\u2019s human capital plan to the agency\u2019s strategic goals:<a class=\"footnote\" title=\"&quot;GAO's Human Capital Strategic Plan, 2013\u20132015.&quot; United States Government Accountability Office. 2013. Accessed July 30, 2019.\" id=\"return-footnote-512-2\" href=\"#footnote-512-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/p>\n<p>GAO\u2019s strategic goals:<\/p>\n<ol>\n<li style=\"font-weight: 400;\">Address current and emerging challenges to the well-being and financial security of the American people<\/li>\n<li style=\"font-weight: 400;\">Respond to changing security threats and the challenges of global interdependence<\/li>\n<li style=\"font-weight: 400;\">Help transform the federal government to address national challenges, and<\/li>\n<li style=\"font-weight: 400;\">Maximize the value of GAO by enabling quality, timely service to the Congress and being a leading practices federal agency<\/li>\n<\/ol>\n<p>GAO\u2019s human capital strategic plan is aligned with Goal 4. The associated human capital objectives are:<\/p>\n<ol>\n<li style=\"font-weight: 400;\">Improve efficiency and effectiveness in performing GAO\u2019s mission and delivering quality products and services to the Congress and the American people<\/li>\n<li style=\"font-weight: 400;\">Maintain and enhance a diverse workforce and inclusive work environment through strengthened recruiting, retention development, and reward programs<\/li>\n<li style=\"font-weight: 400;\">Expand networks, collaborations, and partnerships that promote professional standards and enhance GAO\u2019s knowledge, agility, and response time and<\/li>\n<li style=\"font-weight: 400;\">Be a responsible steward of GAO\u2019s human, information, fiscal, technological, and physical resources.<\/li>\n<\/ol>\n<\/div>\n<p>What you see in the above example is a clear alignment of the GAO\u2019s human capital plan to the agency\u2019s strategic goals. For example, the human capital plan seeks to maximize the value of the GAO by improving the agency\u2019s efficiency and effectiveness, being a responsible steward of resources and enhancing knowledge, agility and response time. The human capital plan addresses the \u201cleading practices\u201d point by prioritizing a diverse workforce and inclusive work environment and expanding networks and partnerships that promote professional standards.<\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-512\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Strategy Implementation. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Specific attribution<\/div><ul class=\"citation-list\"><li>Implement. <strong>Authored by<\/strong>: Wokandapix. <strong>Provided by<\/strong>: Pixabay. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/pixabay.com\/photos\/implement-do-implementation-project-2372179\/\">https:\/\/pixabay.com\/photos\/implement-do-implementation-project-2372179\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Pixabay License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-512-1\">Bossidy, Larry.\u00a0<em>Execution: The Discipline of Getting Things Done.<\/em>\u00a0New York, NY: Crown Business, 2002. <a href=\"#return-footnote-512-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-512-2\">\"<a href=\"https:\/\/www.gao.gov\/assets\/660\/655826.pdf\" target=\"_blank\" rel=\"noopener\">GAO's Human Capital Strategic Plan, 2013\u20132015.<\/a>\" United States Government Accountability Office. 2013. Accessed July 30, 2019. <a href=\"#return-footnote-512-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":10,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Strategy Implementation\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc-attribution\",\"description\":\"Implement\",\"author\":\"Wokandapix\",\"organization\":\"Pixabay\",\"url\":\"https:\/\/pixabay.com\/photos\/implement-do-implementation-project-2372179\/\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Pixabay License\"}]","CANDELA_OUTCOMES_GUID":"c7f685f8-a527-4a08-ad85-d504296ff80e, 034e5fd3-b92a-4837-8d3a-b5889113c4be","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-512","chapter","type-chapter","status-publish","hentry"],"part":482,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/512","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":10,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/512\/revisions"}],"predecessor-version":[{"id":1926,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/512\/revisions\/1926"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/482"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/512\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=512"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=512"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=512"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=512"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}