After reading the article titled: “The Silent Killers of Strategy Implementation and Learning”, http://unsw.kotobee.com/MBAX9153_IS/PDF/U03_R3.pdf in at least 250 words, please answer each of the following:
(a) Choose 1 of the six barriers that are described in the article, and describe how you think that barrier would influence the strategic management process of an organization.
(b) How would the barrier affect the organization and its strategy?
(c) Explain how you would try to address that specific barrier and try to improve the situation within the organization.
reply#1
One of the barriers is poor vertical communication; this affects the strategic management process by slowing down the achievement of an organization’s objectives and goals; this is because there is unequal sharing of information within the organization from the top managers to the subordinate staff; as a result, the subordinate staff are not fully aware of the organization’s goals and objectives; as a result both the managers and subordinate staff are not on the same page when it comes to the organization’s goals, this is due to poor vertical communication.
Poor vertical communication creates an unhealthy working environment in the organization, in that the managers do not share information with the subordinate while the staff is unable to share their grievances or needs with their managers; as a result, this creates a hostile working environment, the productivity of the subordinate staff slows down, and in turn, the organization’s goals are not achieved (“The silent killers of strategy implementation and learning,”2000).
It is vital for the subordinate staff to have a safe space where they can voice their needs, grievances, and ideas to the managers; I would ensure that I create a safe space where the subordinate staff and managers can easily communicate with each other, I would do this by encouraging managers to build trust and a healthy work relationship; this will, in turn, lead to the creation of trust between the managers and subordinate staff; as a result, the staff will be comfortable voicing their ideas, grievances and needs to their managers.
Michael Beer and Russell A. Eisenstat. (2000, July 15). The Silent Killers of Strategy Implementation and Learning. MIT Sloan Management Review. https://sloanreview.mit.edu/article/the-silent-killers-of-strategy-implementation-and-learning/.
reply#2
One of the six silent killers of strategy implementation and learning is top-down or laissez-faire senior management style. If top managers bypass members of their senior team or laissez-faire managers avoid group discussions or fail to hold their subordinates accountable, ineffective leadership will occur and management will fail to deal with the organization’s strategic objectives. Lack of communication and strategic consensus prevent a business from implementing and refining its strategy because the barriers make it difficult to develop needed coordination.
In order to reach sustainable competitive success, a company should overcome the barriers and transform the top-down direction to upward influence. Top managers should collect feedbacks from down the line, discuss strategies with lower levels, conquer conflicts, engage in open communication and coordination, and give lower-level managers authority and accountability. A disciplined and institutionalized learning process in the organization is required to confront barriers. Lower-level managers exercise better independent judgment if they know the whole picture and handle better responsibilities when the senior managers fail to provide proper leadership.
An organization can use consultants to avoid honest engagement or replace top managers to address the barrier and build long-term competitive capabilities. However, engagement is the best alternative to build up the organizational capabilities. Top managers should create a partnership within the top team and lower levers, set compelling business direction, and delegate the authority to accountable individuals in order to develop the organization capable of both strategy implementation and learning.
Reference
Beer. M & Eisenstat. A. R (2000, July 15). The silent killers of strategy implementation and learning. MIT Sloan Management Review.
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