Plan Implementation

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Implementationis perceivable as the manner in which plans and strategies are turnedinto actions with the intention of achieving strategic goals andobjectives (Sage, 2015). Plan implementation is the most criticalaspect of business. Reason being, a strategic plan offers a venturethe roadmap that it needs to pursue a particular strategic direction,deliver the desired customer value, and set performance objectives.In essence, the plan implementation process addresses all aspects ofplan implementation: who, where, when, and how. Five components arecritical to the plan implementation process: people, structure,resources, systems, and culture.






Thefirst stage of the plan implementation process is bringing the rightpeople on board (Sage, 2015). These individuals include persons withthe requisite aptitudes and skills to support the plan. Expandingemployee skills through training and recruiting new workers toexecute the strategic plan is critical to successful planimplementation in the months that follow the planning process.

Thesecond phase involves gathering the resources required to support theprocess of plan implementation (Sage, 2015). Successful planimplementation requires one to have sufficient funds and timeresources. Mostly, real costs are underestimated or unidentifiedduring the planning process. Costs vary from an accurate timecommitment to accomplish a goal, a distinct identification of theassociated expenses, to unforeseen cost overruns by a retailer. Also,the employees should have adequate time to execute the additionalactivities that are not within the confines of their jobdescriptions.

Third,one has to develop the management structure and proper lines ofauthority (Sage, 2015). This process entails the creation of clearand open lines of communication with his workers. The most effortlessway of implementing an effective management structure is to scheduleregular strategy meetings. Such meetings will enable the plan ownerto review progress regularly. Arranging such meetings on a monthly orquarterly basis, depending on activity and time-frame activitylevels, is prudent.

Thefourth stage entails tracking progress through technology andmanagement systems to make the adoption of changes speedy (Sage,2015). Milestones that include specific time-frames should be builtinto the plan, as part of the system. The use of scorecards ispopular among organizations. This tool tracks the progress andmilestones achieved in the process of plan implementation.

Thelast stage involves the development of an environment that linksemployees to the mission of the organization this makes them feel atease (Sage, 2015). Employees should be rewarded for focusing on thestrategy and vision of the organization to reinforce their commitmentto the plan. In the same light, the plan owner should alsoincorporate adverse consequences for failure to achieve particularmilestones. The magnitude of the rewards should be significant tomotivate the employees to make the successful implementation of theplan a priority.

Ina recap of the above discussion, implementation can be delineated asthe fashion in which plans and strategies are turned into achievableactions. Plan implementation is an essential phase of business.Strategic plans provide businesses with roadmaps that help thempursue particular strategic directions, deliver the desired clientvalue, and establish performance objectives. Simply put, theimplementation of a plan encompasses all facets of planimplementation, that is, who, where, when, and how. Five componentsemerge conspicuously in the plan implementation process (people,structure, resources, systems, and culture) as discussed above.


Sage,S. (2015).&nbspStrategicImplementation.& 17 August 2016, from

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