Analysis of the strategic planning process with specific reference to the operational implementation of strategic plans in Siemens-IC

Duursema, Lukas (2000-12)

Thesis (MBA)--Stellenbosch University, 2000.

Thesis

ENGLISH ABSTRACT: Strategic planning and the successful implementation of strategic plans moulds organisations and make them successful in the long term. Siemens-Information and Communications (IC) has realised the need for strategic planning to remain competitive and successful. The implementation of the strategic planning process at Siemens-IC has created the opportunity to do that, but as many have realised, this can only be achieved when the strategic plans have been successfully implemented. The strategic planning process at Siemens-IC is not dysfunctional, in many instances it has achieved a great deal. The problem is therefore not how to fix the strategic planning process, but rather how to improve the implementation of the strategic plans. The successful implementation of strategic plans is summarised by outlining the process used to derive the strategy, the governing principles for defining the strategy, communication of the strategy and organisational accountabilities. These components are supported by a strategy review process that is embedded in the organisational process and improves the implementation of strategic plans. If all of this occurs in the absence of a culture which promotes innovation, creativity and strategic planning as part of all managers' functions, it is doomed to failure. The strategic plans in Siemens-IC could be implemented better if the formulation of strategy is seen as part of the line managers' functions. This would provide the opportunity to improve communication, understanding and implementation of the strategy throughout the organisation right down to the lowest levels. It is also proposed that the implementation of strategic plans should be improved by linking the formulation with the implementation of the strategy. This would ensure that what has been envisioned will also be implemented. The last overall consideration for Siemens-IC is to create an organisational culture of learning. Managers at all levels should realise that formulating and implementing strategy is an ongoing journey that should be managed, and where failures and successes should be seen as opportunities to learn and improve. Achieving a culture of learning would improve the organisation's overall success with the implementation of strategic plans.

AFRIKAANSE OPSOMMING: Strategiese beplanning en die suksesvolle implementering van strategiese planne vorm organisasies en maak hulle suksesvol oor die lang termyn. Die behoefte vir strategiese beplanning in Siemens-Informasie en Kommunikasie (IK) is erken om die maatskappy meer kompeterend en suksesvol te maak. Die implementering van strategiese beplanning by Siemens-IK het die geleentheid geskep om dié doelwit te bereik. Maar dit het ook die besef laat ontstaan dat dit slegs bereik kan word indien die strategiese planne suksesvol geimplementeer word. Die strategiese beplanningsprosesse by Siemens-IK is nie foutief nie, daar is inteendeel vele gevalle waar dit suksesvol was. Die probleem is dus nie die regstelling van die strategiese beplanningsproses nie, maar eerder hoe om die implementering van die strategiese planne te verbeter. Die suksesvolle implementering van die strategiese planne word saamgevat deur die prosesse wat die strategie bepaal, die beginsels wat die bepaling van die strategie reguleer, kommunikasie van die strategie en die organisatoriese verantwoordelikhede te omskryf. Hierdie elemente word gerugsteun deur 'n strategie hersieningsproses wat deel is van die organisatoriese prosesse, en verbeter die implementering van die strategiese planne. Indien daar nie 'n kultuur wat innovasie, kreatiwiteit en waar strategiese beplanning gesien word as deel van alle bestuurders se funksies bestaan nie, sal implementering gedoem word om te faal. Die implementering van strategiese planne in Siemens-IK kan verbeter word deur strategie formulering deel van die lynbestuurders se funksies te maak. Dit sal die geleentheid skep vir verbeterede kommunikasie, begrip en implementering van strategie en dit na alle vlakke van die organisasie deur te voer tot op die laagste vlakke. Daar word ook aanbeveel dat die formulering en die implementering van strategie gekoppel moet word. Dit sal verseker dat dit wat beoog word, ook geimplementeer sal word. Die laaste oorkoepelende oorweging is om 'n leerkultuur in die organisasie te skep. Bestuurders op alle vlakke moet besef dat strategie formulering 'n voorgesette proses is wat bestuur moet word, en waarin mislukkings en suksesse as geleenthede vir leer en verbetering beskou moet word. Die verwesenliking van 'n leerkultuur sal die implementering van strategiese planne, oor die algemeen, meer suksesvol maak.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/51587
This item appears in the following collections: