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Module 3

This document outlines a strategy implementation plan for an organization called e-Types. The plan involves: 1. Setting objectives and key results (OKRs) to monitor implementation, including developing innovative design concepts, increasing customer satisfaction by 20%, and increasing market share by 15% in two years. 2. Communicating the strategy internally using workshops, town hall meetings, visual presentations, digital platforms, feedback mechanisms, leadership training, and emphasizing measurable successes. 3. Overcoming resistance to change by creating urgency, building leadership support, clear communication, engaging employees, removing obstacles, achieving short-term wins, institutionalizing changes, and embedding the new principles in daily operations.

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26 views2 pages

Module 3

This document outlines a strategy implementation plan for an organization called e-Types. The plan involves: 1. Setting objectives and key results (OKRs) to monitor implementation, including developing innovative design concepts, increasing customer satisfaction by 20%, and increasing market share by 15% in two years. 2. Communicating the strategy internally using workshops, town hall meetings, visual presentations, digital platforms, feedback mechanisms, leadership training, and emphasizing measurable successes. 3. Overcoming resistance to change by creating urgency, building leadership support, clear communication, engaging employees, removing obstacles, achieving short-term wins, institutionalizing changes, and embedding the new principles in daily operations.

Uploaded by

wolfganghsu0119
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Strategy Implementation Plan for e-Types

1 - Translating Strategy into Goals and Metrics (OKR)

Use of OKRs to monitor strategy implementation

Develop at least three outstanding and unconventional design concepts per


quarter.

Key Results
• Introduction of at least two novel design techniques that are unique in the market.
• Conduct monthly innovation workshops to foster creative ideas within the design
team.

Increase customer satisfaction by 20% compared to the previous year.

Key Results
• Conduct customer surveys every six months to gather feedback and understand
design preferences.
• Implement at least two customer projects with industry-surprising designs.

Increase market share by 15% within the next two years.

Key Results
• Participation in at least three prestigious design competitions per year and
receiving at least one signi cant award.
• Double social media reach through targeted campaigns showcasing innovative
designs.

2 - Communicating the Strategy within the Organization


These six steps have been selected because they provide a comprehensive and
balanced approach to communicating a new strategy, taking into account change
management principles. Each step ful ls a speci c role to ensure that employees are
informed, motivated and involved in the change process.

1. Internal communication: Workshops and training sessions as well as town hall


meetings enable a direct dialogue between managers and employees, promote
understanding of the new strategy and create a shared vision.

2. Visual communication: Graphic presentations and design examples help to make


complex concepts understandable and visually convey the aesthetics and
creativity of the desired designs.

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3. Digital platforms: Internal websites, intranets and social media provide effective
channels to share information, showcase success stories and maintain
continuous communication.

4. Participation and feedback: Through feedback mechanisms and participative


decision-making, employees are actively involved in the process and have the
opportunity to share their thoughts, concerns and ideas.

5. Managers as role models: Leadership training and managers setting an example


of the new values strengthen credibility and promote a positive environment for
change.

6. Emphasise measurable success: Emphasising success stories and measurable


goals demonstrates that the strategy is already having a positive impact and
builds con dence in the success of the company's transformation.

Managing Resistance and Other Implementation Risks

John Kotter identi ed eight steps for successful change management. To overcome
resistance during strategy implementation:

Create urgency:
Clearly communicate the challenges and the need to change strategy.
Build a leadership coalition:
Identify and engage key people in the organisation to support the strategy.
Communicate vision and strategy:
Clearly communicate the strategic vision and associated initiatives.
Embed vision:
Engage employees to create broad support for the vision.
Enable action:
Remove obstacles that could hinder the implementation of the strategy.
Achieve short-term successes:
Emphasise and celebrate early successes to build employee con dence.
Consolidate and drive change:
Institutionalise successes to integrate change into the corporate culture.
Embed change:
Ensure that the new principles are rmly embedded in daily operations and corporate
culture.

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