Implementing New Strategy Without Disrupting your Organization (Essay Sample)

Implementing new strategy without disrupting your organization
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Due to the fast changing business dynamics, business organizations are being forced to revamp their corporate strategies in efforts to remain relevant and viable in the competitive globalized marketplaces. Companies over time have tried unlocking their organization’s corporate strategies through decentralization by geographic area or product category, centralization by function or through matrix structure that combines both or networked organizations, but none of this seems to work efficiently. Restructuring an organization is usually expensive, and new models in most cases come with organizational problems since it takes a lot of time for employees to familiarize themselves with new models, and a lot of knowledge is wasted in the change process.
(Kaplan & Norton, 2006), argue that due to challenges and the cost involved in finding corporate value through structural change, structural change is not the best method in realizing the corporate value in organizations. According to them, it is more practical to implement an organizational strategy that will function without major issues and create a customized strategic plans to link the structure to the model. According to (Kaplan & Norton, 2006), the best solution to connect strategy to the structure is having a management system aligned with the Balanced Scorecard framework. Managers will be better positioned to drive optimum performance in various units, map strategies in defining and communicating the organization’s value proposition in their respective units as well as creating ways to monitor effectiveness strategies in the various implementation stages (Kaplan & Norton, 2006). A system based on balanced scorecard equips organizations with a template and a clear framework to assemble and communicate information about creating value in the organization. Kaplan and Norton describe how Royal Canadian Mounted Police and DuPont used strategy maps aligned around strategic themes and scorecards to build tremendous value from their personnel and assets. These organizations did not subject themselves to massive extra costs and the possibility of enduring various changes that would only replace the preexisting structural model with another rigid model that would eventually result in even more challenges.
The four perspectives
Kaplan and Norton scorecard framework is a measure of four perspectives that are vital sources of value creation. These four perspective includes.
* Customer perspective
They insist on the need for organizations to enhance relationships with various business units to enable the offer improved customer services regarding improvement quality, greater convenience as well as lower prices as well as providing specialized customer services than rival firms cannot match in the marketplace. Customers being vital shareholders in organizations, new strategies should have a positive impact on customer experiences as well as satisfaction (Kaplan & Norton, 2006).
* Financial perspective.
They argue that value can by developing financial synergies that ensure effective systems for corporate governance, resource allocation, and monitoring, for incorporating new business models as well as interacting with external stakeholders such as capital providers, government, and suppliers. Such financial synergies ensure savings by eliminating wastage (Williams, 2010).
* Process perspective
Process perspective scoreboard provides that strategic value maps are created to streamline critical processes ...