Time needed to implement the new strategy
The first stage of the implementation will take around 1 to 2 weeks. The first stage focuses on the initial stages of the implementation. This part focuses on the initial preparation for the new strategy. The resources for this activity includes different sources that can provide information on how the business can grow and achieve its goals; the other resource for this stage includes different notes and information that will provide the different changes that needs to be done with regards to the employees and the initiation process. In this stage Sony Ericsson will gather the needed resources. The second stage of the implementation of the new strategy includes the planning stage. The second stage of the implementation stage will take one week so that proper planning, testing and analysis of the new strategy can be made. In this stage the effects of the new strategy have been known and are ready for use. The third stage of the implementation stage will take three to four weeks for proper adjustments. In this stage the focus is on the full implementation of the new strategy. The resources for this stage are proper information and training tools for employees about the new strategy. The fourth stage of the implementation will involve the control, validation and evaluation of the new strategy. The resource for this stage included informative materials that will be used to understand the changes the new strategy has done to the company and what are the current problems of the initiated project. The fourth stage will check how the project succeeded in its goal and how Sony Ericsson should change. The last stage of the project will take around one to two weeks.
Monitoring and evaluation systems
In a business setting there is a chance that new strategies might fail. New strategies are not perfect and it will contain certain flaws. If these flaws merge wit forces within the environment the result would be the failure of the implementation of the new strategy. Failure can be due to the lack of preparation or planning wherein the manager became too concentrated on the end result rather than the specifics of then new strategy. Failure can also be due to lack of cooperation between the manager and his subordinates. When there is no teamwork between the manager and the subordinates’ aspects of the implementation of the new strategy will not be completed. Another cause of failure is when the manager does not take risks. The risk may have given the new strategy a better chance for success. Moreover a cause of failure is the lack of alternative strategies that should be used whenever there are small problems or irregularities seen when the new strategy is being undertaken. Lastly a cause of failure is the inability to use the approved strategies. There are certain times that managers fail to make use of strategies set by the organization, this results to an altered direction for the company and in the end failure of the project. To avoid failure, the project should be constantly checked and evaluated to see if it still performs according to standards. Evaluation will focus on checking how the firm has adjusted to the new strategy and how the firm has grown after changing its strategies. Evaluation will be used to determine the things or issues that should be changed within the new strategies and determine the next courses of actions that should be taken to achieve success.
Strategic control
Spurred by the rise in strategic planning, the field of strategic management has evolved into a distinct sub discipline in management studies. Models of the strategic management process generally show three basic stages: strategy formulation, strategy implementation, and strategy evaluation or control. In the most general sense, strategic control is the feedback mechanism for the strategic management system. ( 2002). It compares strategic goals with progress and exposes shortcomings. Strategic control is the part of strategic management which also includes strategy formulation and strategy implementation that compares strategic goals with progress toward those goals and identifies shortfalls. Strategic control, then, occurs during plan implementation and focuses on whether the plan is succeeding ( 2002). Strategic control shapes the decisions that are taken by corporate rulers in relation to ‘the determination of the basic long-term goals and objectives of the enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals. Strategic decisions set or alter the structure of the basic parameters within which an enterprise acts (1997).
They concern such matters as the source and level of investment funds, the allocation of these funds to alternative uses, calculation of the rates of profit that are to be earned in different branches of the enterprise, the recruitment of the top executives, and the resolution of such constitutional issues as mergers, takeovers, and liquidation. Operational power, on the other hand, involves the detailed implementation of corporate strategy and thus concerns the immediate day-to-day administration of corporate operations at plant and divisional level. Strategic control concerns the use of capital, and all those that influence the flow of capital to an enterprise may be able to participate in its control. The exercise of strategic control has been seen as participation in the processes of corporate rule through which corporate strategy is formulated ( 1997). These strategic issues have been distinguished from the lower-level processes of decision-making that concern the operational administration of an enterprise within the financial constraints set by its corporate strategy. These lower-level processes are, in one sense, equally strategic, as they involve a deliberate instrumental maneuvering for tactical advantage. Considerable confusion arises, however, if they are not distinguished from the formulation and pursuit of a long-term corporate strategy. The strategic aspects of operational administration are the outcome of a continuing series of short-term decisions in which middle managers respond in ad hoc and pragmatic ways to the pressing demands of those higher up the corporate hierarchy. Corporate strategy, by contrast, typically involves a more conscious and deliberate process of decision-making, in which long-term planning and the monitoring of the consequences of decisions play a central part ( 1997). To control the implementation of the new strategy, communication systems will be used between the members of the organization. The communication systems will assist in monitoring the new strategy and its effects on the organization. The implementation of the new strategy will be validated via its effect on the company and the industry.
The need for globalization
Globalization of business has been one of the dominant characteristics of the past two decades but will develop even faster in the future. Many companies from both developed and developing countries have become multinational players seeking market opportunities across nations. Globalization has become the cornerstone of firms’ overall business strategies ( 2003). Globalization is no longer only a business option but also a part of effective corporate strategizing. In other words, present business strategy is increasingly global. Today’s global scope of business is markedly different from yesterday’s business pattern ( 2004). Presently, numerous goods and services are available across borders even in those countries that were closed markets of command economies. World consumers have been exposed to a variety of products and services that had only been available to affluent consumers in industrialized countries. When customers across nations started demanding products and services for better living, companies strived to meet such demands by competing not only with local firms but also with other multinational firms ( 2002).
Corporations would like to pursue economic rationality in the context of an increasingly global economy. They generally base their decisions to form strategic alliances and joint ventures on market considerations. In fact, corporations care more about freedom to invest and market their products than about the nature of the political system or the relationship of a particular government with its own citizens. The needs of the global economy, therefore, are always under some tension from the needs of national and foreign policy objectives ( 1995). once mentioned that whether to globalize and how to globalize have become burning issues for managers all over the world. This generalization contributed to creating the new strategies out of ideas that are competitive to the global economy. The new strategy was created by determining the global situation and determining what actions can be used to compete in a global economy.
Recommendation
once said that nothing chastens the planner more than the knowledge he/she must carry to implement the plan. This statement helped in creating one of the recommendations for the implementation of the new strategy. Those who will implement the new strategy need to be properly informed of the new strategy and how it will be implemented. Those who will implement the new strategy need to be well informed and they need to understand fully the new strategy. Those who will implement the new strategy need to be prepared for the negative effect of the new strategy. They need to be prepared for the negative effects of the new strategy and know what actions should be taken. Sony Ericsson needs to make sure that they will identify newer strategies that are globally competitive. The newer strategies should help the company bolster its status and should be simple so that it would be easily implemented. The newer strategies should meet the goals of the organization.
Credit:ivythesis.typepad.com
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