Implementing a strategy (A Level) flashcards

Topic 15: Implementing a strategy

The five factors for successful strategy implementation (9725)

Resources, quality of planning and monitoring, leadership, communication and external factors. Internal factors can be managed directly; external ones cannot, so monitoring allows a quick response.

Why must mission, objectives, strategy and functional decisions link?

Functions pull in one direction, money and people go where the strategy needs them, progress can be measured against targets derived from corporate objectives, and staff see the purpose of change.

Project management: purpose and value

Purpose: deliver a defined outcome on time, within budget and to quality. Value: breaks strategy into owned tasks, one person is accountable, spending and progress are tracked, risks are spotted early. Drawback: management time and inflexibility.

Earliest start time (EST) and latest finish time (LFT): how each is found

EST of a node: the highest of (EST of earlier node + duration) over every arrow in (forward pass). LFT of a node: the lowest of (LFT of later node − duration) over every arrow out (backward pass).

Total float and the critical path

Total float = LFT at end node − duration − EST at start node. The critical path is the chain of activities with zero total float; it is the longest route and sets the minimum project duration.

Activity P (4 days) enters node 5 from a node with EST 6; activity R (3 days) from a node with EST 8. Node 5 has LFT 12. Find node 5’s EST and the float on P and R.

Via P: 6 + 4 = 10; via R: 8 + 3 = 11. EST at node 5 = 11 (the higher). Float on P = 12 − 4 − 6 = 2 days. Float on R = 12 − 3 − 8 = 1 day.

An activity with 2 days of total float is delayed by 3 days. What happens to the project?

The delay exceeds the float by 1 day, so the project is extended by 1 day and the critical path may change. A delay no greater than the float leaves the project length unchanged.

Network analysis: value and limitations

Value: gives the shortest project time, shows which activities need tight control, float shows where resources can move, supports JIT ordering and monitoring. Limitations: durations are estimates, it ignores cost and quality, large networks are slow to update, the critical path can change.

Strategic drift: meaning and reasons

A gradual widening gap between what a firm does and what its environment now requires. Reasons: past success breeds complacency, a strong culture resists new ideas, incremental change while the environment shifts sharply, weak scanning, leaders protecting their strategy.

Why do strategies fail?

Poor choice (weak analysis, optimistic forecasts), poor implementation (any of the five factors), functional decisions that do not support the strategy, staff resistance, external shocks and strategic drift.