GROUP NAMES

1- Hassan Hussein Mohamed

2-Ibrahim Farah Hussein
3-Raage Abdirahman Farah
4-Omar Sahal Omar
5-Farhio Said Mohamud
6-Ridwaan Ismail Abdi
7-Najax Warsame Du’ale
GROUP 3

Strategies into
Actions
 CONTENTS
INTRODUCTION
STRATEGIES INTO ACTIONS
TYPES OF STRATEGIES INTO ACTIONS
Classification of strategy actions
Objectives of strategic action
TERMINOLOGY OF STRATEGIES INTO ACTIONS
Conclusion
References
 INTRODUCTION
the organization build effective strategy make strategic
process:- Environmental scanning , Strategy formulation,
strategy implementation and strategy evaluation after that
they take action
a strategic action explains how you’re going to make
your strategy a reality. It takes the purpose and goals
you’ve outlined and adds the details needed to turnon
thought into action.
 Definition Strategies into actions
Strategy into action is a dynamic, continuous and
evolutionary process of aligning people on the setting
goals, mobilizing resources to an execute the action,
analyzing result and connecting it all back to strategy
formulation
It refers developing of the organization capabilities,
research for external opportunity and tactics that reach
objectives and goals
 Cont…..
Organizational action has also been defined as the gathering and
interpretation of information from the environment .
Strategy into action refers conducting 360-degree analysis of
leader’s alignment with the organization’s strategy to ensure that
everyone is on board with the goals and the plans for achieving
them.
Therefore strategies into action can be:-
•Strategy implementation action
•Strategies action to response result
 Types of strategy into actions

There are two types of strategy actions

•Strategy implementation action
•Strategies action to response result
 Strategy implementation
Implementation is the process that turns strategies and plans
into actions in order to accomplish strategic objectives and
goals.
there five key components necessary to support
implementation: people, resources, structure, systems, and
culture.
 Cont……….
PEOPLE:- The first stage of implementing your plan is to make sure
to have the right people on board and right people include
recruiting Employee have:-
Skills
Competence and passion
Ambition
Responsiveness then
expand employee skills and performance through training, reward
and compensation
 Cont….
Resources: You need to have sufficient funds and enough time
and material to support implementation.  Often, true costs are
underestimated or not identified
Structure: Set your structure of management and appropriate
lines of authority, and have clear of each department reporting
and communication with your employees.
Systems: Both management and technology systems help track
the progress of the plan and make it faster to adapt to changes
also refers build milestones tool used by many organizations
that incorporates progress tracking and milestones.
 Cont…….
Culture : refers policy preceur and contols of the
organization, it helps creating an environment that
connects employees to the organization’s mission and
that makes them feel comfortable
. To reinforce the importance of focusing on strategy
and vision, reward success. Develop some creative
positive .
 Strategies action to response result
managers also use a tool such as SA Analysis(Strategy Action
Analysis) in their planning, they could miss out on critical
information about potentially successful actions that would
otherwise be overlooked. The extent to which these actions
are either reactions to circumstances or are the result of
new initiatives . Therefore. Organization can take action
responding external or internal events and organizational
initiatives (discovered or created new idea)
 Cont….

External circumstances
in the external environment managers identify possible
opportunities and threats. This could result in the alteration of
formulated strategies (intentions) or could lead to new emergent
strategies as they respond to the changes and use
offer frameworks to analyze environmental forces such as
legislative changes, economic factors, socio-cultural trends and
technological advances, process-related studies often report on
organizational Strategy.
 
 Cont….

Internal circumstances are events or critical incidents that

can change organizational processes, systems or strategy
(internal events). Internal circumstances can be organization
policy, controls
 Cont…..

New initiatives are not responses to an internal or external

circumstance, Initiatives are often innovations, new ways of
doing things despite or in the absence of any specific intention
 
 Classification of strategic actions

strategic actions which happen either according to the plan or

despite (out) the plan. Most actions are outside the plan they
happened result of the organizational process. Mentioned
below classificatory framework for types of strategic actions:-
 Cont……
Deliberate action :- Action happened exactly as per plan. Actions of
this type are realized because of a stable environment, or the
organization has a capacity to control its environment, or
management commits to executing their intentions regardless of
any organizational effect. For example horizontal integration
strategy action
Modified action:- actions that are altered as a result and new
initiatives can be labeled modified actions to adapt changing of
environmental circumstances , they are only modified in order to
manage the change. For example market development strategy
action and product development strategy action
 Cont…………
Replacement action:- The replacement type of strategic action
intended action result in the substitution for something that was
planned and typically towards the same strategic goal.Example
Concentric diversification strategy
Add-on action :-This type of strategic action to be considered is the
add-on action. In this case, responses to changes in circumstances
or are initiatives new organizational added to original
intentions(plan) For example forward integration strategy action
 Cont……..
Influenced actions:- this action are relatively emergent in that
they have been influenced by an intention at the same time are
either responding to changing circumstances or are being
implemented as a new initiative . Example liquidation strategy
action.

Opposite action :- The opposite action happened after when

conducting SA Analysis and something was planned the previously
mentioned actions could result in negative performance or failure
If the opposite action is not used organization could become
entrapped .for example retrenchment turnaround
 Cont……..
Unrelated action :- this actions are those that do not
have any relationship with anything that was planned.
Unrelated actions are new initiatives that are given
opportunity within the organization despite any intention
or are responses to change that have the capacity to
change the strategic direction of the organization For
example conglomerate diversification strategy action and
horizontal diversification strategy.
 Cont………….
SA Analysis can be applied to organizations collaboratively by
the top management team before action it involves the
following steps: -
Step 1: Review the previous performance cycle and identify the
key actions that happened and which had a notable impact on the
organization’s bottom line.
Step 2: Assess the level of each action’s impact on
performance and determine whether it was positive or
negative.
Step 3: Identify the type of each action according to the
classification in above .
 cont
Step 4: Determine the origin of each action as being either a
new initiative or a response to an internal or external
circumstance .
Step 5: Develop strategic intentions (plans) for the next cycle
that enable emergent actions to happen as new initiatives or
as innovative responses to whatever unpredictable
circumstances may arise;
Step 6: Modify the organization’s ongoing planning and
reporting processes to accommodate emergent actions in the
future.
 Objectives of strategy actions
The STRATEGY ACTION has two purposes.
The first is to help you prepare the implementation phase of
your economic development strategic plan either financial
benefit or non financial benefit. This is so that all the hard
work and effort your community has put into the strategic plan
flows into a set of actions.
The second purpose is to help you troubleshoot if parts of
your implementation plan seem to be stuck or action failed.
 TERMINOLOGY OF STRATEGIES IN ACTION

•Forward integration: involves gaining ownership or increased control

over distributors or retailers e.g organization make direct selling to
customers
•Backward integration: seeking ownership or increase of a firm’s
suppliers e.g when present suppliers are expensive, unreliable, or
incapable of meeting needs

•Horizontal integration Strategy: is process of a company increasing

production of goods or services and company do internal expansion e.g
the process can lead to monopoly.
•Market penetration: refers as strategy to enter into new market, it’s
also used as metric e.g setting prices lower than those of competitors
 Cont…

•Market development: is a strategic step taken by company to

develop the existing market rather than looking for new market
•Product development: is the process of designing, creating or
updating and improving a new product or existing product
•Concentric diversification: is a growth strategy in which a
company seeks to grow and develop by adding new or
complementary product or services to attract new customers
•Conglomerate diversification: refers growth strategy that
involves providing product or service that totally unrelated or
differ from present product or service
 Cont………
•Horizontal diversification: it means adding new parallel products or
service for existing consumers with aim of making your business bigger
and increasing revenues.
•Joint venture strategy: is a business arrangement in which two or more
parties agree to pool their resources for purpose of accomplishing a
specific task, this task can be a new project or any other business
activity.
•Retrenchment strategy: is a strategy used to reduce overall size of the
operation or diversity of the company, this strategy often used to cut or
reduce expenses.
•Liquidation: is a exit strategy involves selling all of a company’s asset, in
parts and that action occur when business closing.
 Conclusion

Excellently formulated strategies will fail if they are not properly

implemented so it is essential strategy implementation and
strategy action. Strategy implementation poses a threat to many
managers and employees in an organization and there is stability
between strategy and each organizational dimension such as
organizational structure, reward structure, resource-allocation
process, etc.
Identifying strategic actions in organizations enables managers
to improve the likelihood of repeating successes and avoiding
failures in subsequent planning cycles.
 References

Andrews, K.R. “The concept of corporate strategy and

components of strategy management”
Boyd, B.K & Reuning-Elliot, E. “measurement model of
strategic planning and strategic management”
Brodwin, D.R & Bourgeois, III, L.J “five steps to strategic
action”
Dibrell, C.Down, J. & Bull, L. “Dynamic strategic planning
and strategic flexibility through formulation”
www.monash business school (strategy implementation)