Strategy Implementation

ME 217 Strategic Planning

Institutional Services Department

by Engr. Darwin I Gabriel Financial Services Department

by Engr. Leo P. Aquino Engineering Services Department by Engr. Rodrigo C. Cabigas II

Strategy Implementation

• Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives.

• Strategy implementation is not possible unless there is stability between strategy and each organizational structure, reward structure, resource-allocation process, etc.

Step to Implementation

1. Translate Strategic Goals into Actionable Initiatives

2. Create a Blueprint for Change3. Mobilize the Team4. Align Finances to Support Implementation5. Monitor Progress6. Revisit Your Strategy and Repeat the Process By Jacquelyn Hadley, Laura Lanzerotti, Adam Nathan

Organizational Success of Strategy Implementation: Six Key Supporting Factors:

1. Action Planning 2. Organization Structure 3. Human Resources 4. The Annual Business Plan 5. Monitoring and Control 6. Linkage.

Bill Birnbaum, CMC (2000-2009)

Top 10 Checklist on Strategy Implementation

• Commitment of top management• Involve middle manager’s valuable knowledge• Communication is what implementation is all about• Integrative point of view• Clear assignment of responsibilities

• Preventive measures against change barriers• Emphasize team work activities• Respect the individuals different characters• Take advantage of supportive implementation

instruments.• Calculate buffer time for unexpected incidents

Top 10 Checklist on Strategy Implementation

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Membership Development Services Department

Organization Structure

Membership Services Division

Power Use Load Services Division

Past

Institutional Services Department

Organization Structure

Membership Division Power Use Load Division

Present

an organizational plan should begin with goal-setting and investment projections. From there, the organization makes the proper adjustments to their current financial budget to achieve a more particular innovative and successful working standard in the future.

It involves a window planning of five years of longer with a broader set of guidelines and preparation

MEDIUM TERM PLAN

Refers to the “ plans that may take anywhere from a year to five years to implement and complete.”

SHORT TERM PLAN• Addresses goals that

can be obtained within a short period of time.

• Usually refers to anything that can be done within a week to a year.

Key Result Areas• The employee is given certain responsibilities

which will be his/her key result areas.• Key Result Areas are the areas of performance

outlining the tasks that the employee has to perform and define the work that is expected out of him.

• Key Result Areas or KRAs refer to general areas of outcomes or outputs for which a role is responsible. KRAs are also known as key work outputs

(KWOs).

Individuals who identify their KRAs typically:

· Work with those they report to, those they work along with, and those who report to them to identify their KRAs so all on the team have clarity regarding outputs.

· Develop specific goals and objectives, and plans to reach them.

· Take control of their time/work management strategies.

Institutional Services DepartmentFunction and Responsibilities

• Responsible in planning development and implementation of promotional-image-building programs, training and information strategies and general membership affairs and meeting as well as to assist in the orderly conduct of BOD election

• Primarily responsible in achieving a high level of efficiency in processing of applications, revenue generation/collection and reconnection while ensuring excellent consumer service.

Institutional Services DepartmentFunction and Responsibilities

• Responsible in ensuring prompt and proper handling of consumer complaints and requests in accordance to the required Costumer Services standards towards the achievement of utmost satisfaction.

• Responsible for the monitoring of Distribution sizing, load voltage and energy monitoring to consumer’s point of view

• Responsible for the safekeeping of all consumers energy contract.

Programs are the aggregate activities undertaken by the cooperative in a regular and continuous manner in pursuance to its mandate, mission, and vision as defined.

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• Projects are activities that represent a component of a program that are usually undertaken for a specific purpose and within a specific period of time, usually a minimum of one year. However, a project may progress in becoming a regular program when assessed to have continuing direct impact on the development of the intended beneficiaries.

Institutional Services DepartmentPrograms and Projects

1. Systematization Project.– To establish an updated electronic record of the

Member-Consumer in compliance to CDA MC No. 2012-16 ( Policy Guidelines Prescribing the Minimum Registry of Cooperatives).

– To have an updated data of the Distribution Line System for Technical/Engineering analysis.

– To have an updated data of in service KWH meters.

Institutional Services DepartmentPrograms and Projects

2. Corporate Social Responsibility (CSR) Programs A. Image-Building Programs Scholarship Programs Educational assistance for indigent relatives of the

registered member consumer.Academic Incentive Award Grants medals to the first three outstanding

graduates of public and secondary schools.

Institutional Services DepartmentPrograms and Projects

To support DENR’s National Greening Program (NGP) Poster-calendar give-aways

Give away to member-consumers every yuletide season as tokens of their continued support and cooperation to the Coop. Lantern Making Contest

Showcased the artistic talent and skills of member-consumers during the Christmas season.

Institutional Services DepartmentPrograms and Projects

B. Networking with other Agencies– To preserve and Strengthen relationship with other

agencies.– Accepting On-the-Job Trainees– Provides manpower/financial assistance in times of

calamities to affected Electric Coop.C. Senior Citizen’s Discount on Electricity Consumption.D. Amnesty for the Updating of membership Status– Request for the Change of Account Name– Change of Membership Status

Institutional Services DepartmentPrograms and Projects

3. Conduct of Membership Meetings.– Annual General Assembly Meeting (AGAM)– Election and Appointment of Committees– Election of BODs

4. Customers Satisfaction and Delight– Prompt and Speedy Resolution of Requested

Complaints– Intensify Information Drive– Updating of Website

5. Service Connection Standard– Conducted weekly seminar to newly applicant– Issuance of membership certificate

EXPECTED• Suppose, the IT Manager failed

to arrange the conduct of a Training Program. The failure will reflect the KRA of IT. Manager (Finance), Manager (Finance), CFO, IT Manager (Training), Manager (Training), and CPO, COO, and CEO.

• Key Result areas- The measure of employees performance

"If you don't set your goals based upon your Mission

Statement, you may be climbing the ladder of success only to

realize, when you get to the top, you're on the WRONG

BUILDING."-- Stephen Covey, 7 Habits of

Highly Effective People

References

• PANELCO III Handbook 2012 Edition.• PANELCO III Functional Chart.• Strategy implementation By Bill Birnbaum• Strategy implementation by Jacquelyn Hadley,

Laura Lanzerotti, Adam Nathan • Strategy implementation process by Dr. Sally Mounts• Stephen Covey, 7 Habits of Highly Effective People

For listening!!