- Published: November 14, 2021
- Updated: February 17, 2022
- University / College: The University of Sheffield
- Language: English
- Downloads: 44
Introduction
Implementation of strategies incorporates the inclusion of premeditated or adopted strategies throughout a system. Well tested plans and ideas are far feasible than theoretical trials that may not be as appealing to implement as they are on paper. Executives, managers and all leadership in an organization require strategies in order to achieve long-term goals and avoid having to cross their fingers over directional situations that desire keen attention. This justifies the cause to have pre-tried projects and plans being implemented and re-used for similar goal-seeking ambitions across firms. To do otherwise would be daring and utterly unwise.
DESIRED IMMEDIATE AND LONGER TERM OUTCOMES
The greatest long-term goal that may be anticipated from such programs and strategies is public satisfaction. ‘ Real added public value’ as it is referred to as is necessary for an organissati9on especially as nit motivates consumer growth in the company. Since most companies value investments and customer appreciation so much, then ultimate goal of strategic management ought to be pleasing customers. With effective implementation of strategies, the valu3e of the proposed plan moves from being a desired foreseeable dream to being an outcome of true value and success. This especially ensures the satisfaction of shareholders. Such is the true value of well implemented goals.
Conclusion
The probable causes for failure in a firm are the reasons behind inadequate implementation of strategic plans for growth. Such include; failing to initiate the necessary coalition sufficient for the implantation of project, support and guide principles, resistance to these changes; which may be as a result of human inertia and prolonged / procrastination of projects and personnel problems that may include inadequacy of staff or ineffectiveness of the latter. Such ought to be avoided to deliver an amicable project with the fewest of hitches possible.
References
Bryson, J. M. (1995). Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational achievement (Rev. ed.). San Francisco: Jossey-Bass Publishers.
