STRATEGY IMPLEMENTATION

Question 1

A process by which strategies and policies are
put into action through the development of
programs, budgets, and procedures.

Answer 1

STRATEGY IMPLEMENTATION

Question 2

The most-mentioned problems reported in
post-merger integration were:

Answer 2

poor communication,
- unrealistic synergy expectations,
- structural problems,
- missing master plan,
- lost momentum,
- lack of top management commitment,
and
- unclear strategic fit

Question 3

These problems are listed in order of frequency:

Answer 3

1. Implementation took more time than
   originally planned.
2. Unanticipated major problems arose.
3. Activities were ineffectively coordinated.
4. Competing activities and crises took attention
   away from implementation.
5. The involved employees had insufficient
   capabilities to perform their jobs.
6. Lower-level employees were inadequately
   trained.
7. Uncontrollable external environmental factors
   created problems.
8. Departmental managers provided inadequate
   leadership and direction.
9. Key implementation tasks and activities were
   poorly defined.
10. The information system inadequately
    monitors activities

Question 4

A statement of the activities or steps
needed to accomplish a single-use plan in
strategy implementation.

Answer 4

Program:

Question 5

A program incorporating the
statistical approach of Six Sigma with the lean
manufacturing program developed by Toyota.

Answer 5

Lean Six Sigma: