Global Business Strategy

Strategy Implementation: Staffing and Directing

Prof. Sergio Galarza M.

Objectives
Concepts.

Staffing: hiring, firing, redirecting at all organizational levels.

Leading: post-strategy change, post-acquisition integration.

Action planning.
 Chapter Objectives

A focus on the human resources side of strategy development and

implementation.

Staffing: hiring, firing, redirecting at all organizational levels.

Leading: post-strategy change, post-acquisition integration.

Action planning: assigning and allocating appropriate personnel to

support corporate and business level strategies.

Global Business Strategy

 Staffing: Matching CEO Types with
Strategy
Business Strength/Competitive Position

Strong Average Weak

GrowthConcentration Retrenchment
Save Company
Dynamic Industry
Expert Turnaround
Industry Attractiveness

Specialist

Stability

Cautious Profit
Planner

GrowthDiversification Retrenchment
Close Company
Analytical Portfolio
Manager Professional
Liquidator

Global Business Strategy

 Staffing: Redirecting, Downsizing

Guidelines:

Eliminate unnecessary work.

Contract out work that others can do cheaper.

Plan for long-run efficiencies.

Communicate the reasons for actions.

Invest in the remaining employees.

Develop value-added jobs to balance out job elimination.

Global Business Strategy

 Leading: Post-Strategy Change
Assessing Strategy & Culture Compatibility

Is the planned strategy compatible

with the current culture?

No
Yes

Can the culture be modified to

Tie changes into the culture.
make it more compatible with the
new strategy?
Yes

Is management willing and able to

make major organizational
No
changes and accept probable
delays and a likely increase in
No
Yes

Manage around the culture by Is management still committed

establishing a new structural unit to implementing the strategy?
to implement the new strategy.

No
Yes

Find a joint-venture partner or Formulate a different stately.

contract with another company
to carry out the strategy.
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 Leading: Post-Acquisition Integration
How Much Members of the Acquired Firm Value
Preservation of Their Own Culture

Perception of the Attractiveness of the Acquirer Very Much Not at All

Very Attractive

Integration Assimilation
Not at All Attractive

Separation Deculturation

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 Action Planning

1.List specific actions.

2.List dates to begin and end each action.

3.Name person responsible for each action.

4.Name person responsible for monitoring timelines and effectiveness

of each action.

5.Estimate expected financial and physical consequences of each

action.

6.Develop contingency plans.

Global Business Strategy