Strategic Implementation and control, root cause analysis

Strategy

1. Problem Analysis
Debadutta K Panda

2. Stakeholder or Participation Analysis
•Give overview of all persons, groups, outside organizations and
institutions connected with the strategy (strategic activities)
•Incorporate interest and expectations of persons and groups
significant to the strategic activities
How to Do:
-Identify all persons, groups, organizations will influence the strategic
activities or will be influenced by the strategic activities
-Categories them (primary actors, secondary actors, etc.)
-Characterize and analyze
-Identify consequence of the stakeholders on the strategy implementation
(reaction)

3. Details for Participation Analysis
1.Characteristics of the group
-Status of the group ( formal, informal or others)
-Structure (organization, leaders etc.)
-Situation and problems- groups point of view
2.Interest, Motives and Attitudes
-Needs and wishes
-Interests (openly expressed, hidden, vested)
-Motives (hopes, expectations, fears)
-Attitudes (friendly/neutral/hostile towards implementing agency and
others)

4. Details for Participation Analysis
3.Potentials
-Strengths of the groups (resources, rights etc.)
-Weakness and shortcomings
-What could the groups contribute to or withheld from the
strategy implementation
4.Implications of the strategy
-In which way should the group be considered
-Which actions should be taken (in regard to the group)
-How should the strategic actions react towards the group

5. Problem Analysis
1.Identify the major problems
2.Define the core problem
3.Visualize the cause and effect relationship (Problem Tree)
1
st
: brainstorming of all participants and write their
problem ideas on small cards
Reason behind this
There may not be agreement among participants on the statement of the
problem, or agreement on the solution

6. Problem Tree
Decline of employee productivity
Higher defects
Higher lead
time
High incident of
responsibility
avoidance
Complaining behavior Irresponsible behavior
High incident of
human errors
Blame game
Lack of employee
motivation
High incident of
employee frustration
Inadequate employee
training
Inadequate supporting
system
Insufficient employee
incentive

7. Objectives Analysis
•Set of techniques to describe the future situation that
will be achieved by solving problems
• Problem statements are converted into objective
statements and objective tree
• Just as the problem tree shows cause-effect relationships,
the objective tree shows means-end relationships
• The means-end relationships show the means by which
we can achieve the desired ends or future desirable conditions

8. Objective Analysis
Increase in employee productivity
Lesser defects
Lower
lead time
Improve responsibility-taking
behavior
Reduce complaining
behavior
Increased
accountability and
responsibility
Reduced human
errors
Reduce blame
game
Increase employee
motivation
Reduce employee
frustration
Increase employee training
Adequate supporting
systems
Increase employee
incentives

9. Alternatives Analysis
•Identify alternative solutions which could be appropriate
strategies (tactical actions)
•Select one or more strategies
•Decide upon one strategy to be adopted by the firm
•Draw the Alternative Analysis Diagram
The objective tree usually shows the large number of possible
strategies or means-end links that could contribute to a solution
to the problem. Since there will be a limit to the resources that
can be applied to the project, it is necessary for the participants
to examine these alternatives and select the most promising
strategy

10. Alternative Analysis
Increase in employee productivity
Lesser defects
Lower lead time
Improve responsibility-taking
behavior
Reduce complaining
behavior
Increase accountability
and responsibility
Reduced human
errors
Reduced blame
game
Increase employee
motivation
Reduce employee
frustration
Increased employee
training
Adequate supporting
system
Increase employee
incentives

11. Alternative Analysis
•Step 1: Identify Objective that you want to peruse
•Step 2: Identify different means and ends as possible alternative
project strategy
•Step 3: Assess the alternatives based on
-Resources available
-Probability of achieving the objectives
-Feasibility
-Cost-benefit
-Associated risks
-Time Horizon
-Sustainability

12. Execution and control (objectives)
Narrative SummeryObjectively
Verifiable
Indicators (OVI)
Means of
Verifications
External factor
(Assumptions)
Objective 1
Objective 2
Objective 3
Objective 4

13. Execution and control (cause-effect)
Summery of
Objectives or
Activities
Objectively
Verifiable
Indicators (OVI)
Means of
Verifications
External factor
(Assumptions)
Root cause
(objectives)
Causes 1, 2, 3,
…….
effects

14. Objectively Verifiable Indicators (OVIs)
•Objectively Verifiable Indicators (OVIs): These are
the measures, direct or indirect that will verify to
what extent the objectives have been fulfilled
•The term "objectively" implies that if these should
be specified in a way that is independent of  possible
bias of the observer

15. Objectively Verifiable Indicators (OVIs)
•Step 1: Identify Indicators
Employee training programs
•Step 2: Quantify
4 managerial trainings, 4 technical training for Junior managers
•Step 3: Set quality
Training programs conducted by top B Schools and IITs
•Step 4: Specify Time Frame
Managerial trainings will be conducted in 6 months. Technical training
will be conducted in 1 year.
•Step 5: Set Location
2 managerial trainings and 2 technical trainings will be inhouse programs.
The other 2 managerial trainings and 2 technical trainings will be
customized certificate programs.

16. Means of Verification (MOVs)
•Means of Verification (MOVs): These statements
specify source of the information for the measurements
or verification specified in the indicators column.
EX. will statistics from an external source be used for the
verification or will firm resources be used to gather the
statistics

17. Means of Verification (MOVs)
Tell us:
-where you get evidence that objectives have been met
-Where we can find the data necessary to verify indicators
Some Important Questions
-Are the MOV available from normal sources (Statistics,
Observations, Records)
-How reliable are these sources
-Is special data gathering required, If so what it will cost?
-If can not find an MOV, the indicator has to be changed

18. External Factors (Assumptions)
•External Factors (Assumptions): These are important
events, conditions, or decisions which are necessarily
outside the control of the strategy implementation, but
which must remain favourable for the strategic objective to
be attained.
•The implication here is the design team have an obligation
to consider what might derail their efforts and to plan
responsibly to reduce that risk of "derailment".

19. Fishbone Analysis
•Fishbone diagram for problem analysis
https://videos.asq.org/the-cause-and-effect-diagram