Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Strategic planning and the successful implementation of strategic plans moulds
organisations and make them successful in the long term. Siemens-Information and
Communications (IC) has realised the need for strategic planning to remain
competitive and successful. The implementation of the strategic planning process at
Siemens-IC has created the opportunity to do that, but as many have realised, this
can only be achieved when the strategic plans have been successfully implemented.
The strategic planning process at Siemens-IC is not dysfunctional, in many instances
it has achieved a great deal. The problem is therefore not how to fix the strategic
planning process, but rather how to improve the implementation of the strategic
plans.
The successful implementation of strategic plans is summarised by outlining the
process used to derive the strategy, the governing principles for defining the strategy,
communication of the strategy and organisational accountabilities. These
components are supported by a strategy review process that is embedded in the
organisational process and improves the implementation of strategic plans. If all of
this occurs in the absence of a culture which promotes innovation, creativity and
strategic planning as part of all managers' functions, it is doomed to failure.
The strategic plans in Siemens-IC could be implemented better if the formulation of
strategy is seen as part of the line managers' functions. This would provide the
opportunity to improve communication, understanding and implementation of the
strategy throughout the organisation right down to the lowest levels. It is also
proposed that the implementation of strategic plans should be improved by linking
the formulation with the implementation of the strategy. This would ensure that what
has been envisioned will also be implemented. The last overall consideration for
Siemens-IC is to create an organisational culture of learning. Managers at all levels
should realise that formulating and implementing strategy is an ongoing journey that
should be managed, and where failures and successes should be seen as
opportunities to learn and improve. Achieving a culture of learning would improve the
organisation's overall success with the implementation of strategic plans. / AFRIKAANSE OPSOMMING: Strategiese beplanning en die suksesvolle implementering van strategiese planne
vorm organisasies en maak hulle suksesvol oor die lang termyn. Die behoefte vir
strategiese beplanning in Siemens-Informasie en Kommunikasie (IK) is erken om die
maatskappy meer kompeterend en suksesvol te maak. Die implementering van
strategiese beplanning by Siemens-IK het die geleentheid geskep om dié doelwit te
bereik. Maar dit het ook die besef laat ontstaan dat dit slegs bereik kan word indien
die strategiese planne suksesvol geimplementeer word.
Die strategiese beplanningsprosesse by Siemens-IK is nie foutief nie, daar is
inteendeel vele gevalle waar dit suksesvol was. Die probleem is dus nie die
regstelling van die strategiese beplanningsproses nie, maar eerder hoe om die
implementering van die strategiese planne te verbeter.
Die suksesvolle implementering van die strategiese planne word saamgevat deur die
prosesse wat die strategie bepaal, die beginsels wat die bepaling van die strategie
reguleer, kommunikasie van die strategie en die organisatoriese
verantwoordelikhede te omskryf. Hierdie elemente word gerugsteun deur 'n strategie
hersieningsproses wat deel is van die organisatoriese prosesse, en verbeter die
implementering van die strategiese planne. Indien daar nie 'n kultuur wat innovasie,
kreatiwiteit en waar strategiese beplanning gesien word as deel van alle bestuurders
se funksies bestaan nie, sal implementering gedoem word om te faal.
Die implementering van strategiese planne in Siemens-IK kan verbeter word deur
strategie formulering deel van die lynbestuurders se funksies te maak. Dit sal die
geleentheid skep vir verbeterede kommunikasie, begrip en implementering van
strategie en dit na alle vlakke van die organisasie deur te voer tot op die laagste
vlakke. Daar word ook aanbeveel dat die formulering en die implementering van
strategie gekoppel moet word. Dit sal verseker dat dit wat beoog word, ook
geimplementeer sal word. Die laaste oorkoepelende oorweging is om 'n leerkultuur in
die organisasie te skep. Bestuurders op alle vlakke moet besef dat strategie
formulering 'n voorgesette proses is wat bestuur moet word, en waarin mislukkings
en suksesse as geleenthede vir leer en verbetering beskou moet word. Die
verwesenliking van 'n leerkultuur sal die implementering van strategiese planne, oor
die algemeen, meer suksesvol maak.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/51587 |
| Date | 12 1900 |
| Creators | Duursema, Lukas |
| Contributors | Oosthuizen, H., Stellenbosch University. Faculty of Economic & Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
| Format | 82 p. : ill. |
| Rights | Stellenbosch University |
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