In 1987, one of Europe’s foremost motor manufacturers initiated a comprehensive program to enhance a whole range of dealer practices, to be supported by a totally new, fully integrated dealership software system. Our strategy study recommended using networked PCs in the dealership, running software developed with the latest 'Windows' technology. In this way all dealerships, from the smallest garage to the largest multi-site super dealer, could use a functionally identical system. The transition framework was used to devise a phased design and development plan to bring the strategy to reality. The proposed system was divided into four main parts: automatic Parts Identification, Point of Sale, Accounting and Vehicle Sales. Using the system, service receptionists will be able to book a customer's car in for service, schedule workshop technicians, search parts catalogue drawings held on a CD_ROM, reorder parts stock, prepare the customer's invoice and credit the sales accounts - all with one system.
Setting realistic and implementation realistic and challenging performance measures is one of the key aspects of strategic implementation. Such performance measures, naturally, must emanate from the business vision and strategic intent. Achieving and realizing the benefits relies on management buy-in at all levels. Senior management must commit time to drive the change program implied by the strategic implementation process and to ensure accountability for the benefits.
A successful strategic implementation program will identify those factors critical for the implementation program; key benefit measure will be articulated, milestones set out along the implementation process, and individual accountabilities assigned for monitoring and controlling the achievement of the benefits.
Business benefit clusters can be identified within the strategic implementation program. These clusters will relate both to the IT portion of the program and the non IT areas, that is in the related organizational, procedural and human aspects of change. Here again, seeing a strategic implementation program as a coherent whole, combining both IT and non-IT, areas and issues, is of paramount importance. The business and specific IT aspects of a strategic implementation program are interlinked and mutually supportive. Use of the balanced scorecard approach helps ensure coherence and cohesion. In addition to bottom line benefits, such factors as business performance ratios, customer attitude or quality surveys, service levels statistics and productivity measures can each be identified, defined and measured.
The true benefits of a major strategic implementation program within an organization will only be realized if the overall strategy is seen as a living an organization will only be realized if the overall strategy is seen as a living strategy. For that to happen it must relate to the organization, its management and business beliefs, and its staffs beliefs. Integrating business benefits directly into the budget and planning process is the surest way of achieving focus and communicating the importance of the strategic implementation program. Practical and proven techniques for the identification and setting of appropriate benefit measures are required for this purpose.
KPMG's aim is to ease the potential pain of implementation and mobilize an organization to make change happen. The new view of performance measurement and the ability to design new ways of doing business to get results are elements in transition: the aim is build on an organization’s current plans - not to reinvent the wheel. To be successful, a strategic implementation program must enhance an organization’s distinctive strengths and competencies; this means working in a partnership of internal and external skills.
The essential links between strategy, the mobilization of forces, the planning and the activity of implementation and the achievement of business benefits must be recognized. To be truly effective in an age of continual change and increasing customer and competitive demands implies new and innovative approaches to strategic implementation. Viewing strategic implementation as involving many disciplines and levels within the organization is the key to its success.***
Setting realistic and implementation realistic and challenging performance measures is one of the key aspects of strategic implementation. Such performance measures, naturally, must emanate from the business vision and strategic intent. Achieving and realizing the benefits relies on management buy-in at all levels. Senior management must commit time to drive the change program implied by the strategic implementation process and to ensure accountability for the benefits.
A successful strategic implementation program will identify those factors critical for the implementation program; key benefit measure will be articulated, milestones set out along the implementation process, and individual accountabilities assigned for monitoring and controlling the achievement of the benefits.
Business benefit clusters can be identified within the strategic implementation program. These clusters will relate both to the IT portion of the program and the non IT areas, that is in the related organizational, procedural and human aspects of change. Here again, seeing a strategic implementation program as a coherent whole, combining both IT and non-IT, areas and issues, is of paramount importance. The business and specific IT aspects of a strategic implementation program are interlinked and mutually supportive. Use of the balanced scorecard approach helps ensure coherence and cohesion. In addition to bottom line benefits, such factors as business performance ratios, customer attitude or quality surveys, service levels statistics and productivity measures can each be identified, defined and measured.
The true benefits of a major strategic implementation program within an organization will only be realized if the overall strategy is seen as a living an organization will only be realized if the overall strategy is seen as a living strategy. For that to happen it must relate to the organization, its management and business beliefs, and its staffs beliefs. Integrating business benefits directly into the budget and planning process is the surest way of achieving focus and communicating the importance of the strategic implementation program. Practical and proven techniques for the identification and setting of appropriate benefit measures are required for this purpose.
KPMG's aim is to ease the potential pain of implementation and mobilize an organization to make change happen. The new view of performance measurement and the ability to design new ways of doing business to get results are elements in transition: the aim is build on an organization’s current plans - not to reinvent the wheel. To be successful, a strategic implementation program must enhance an organization’s distinctive strengths and competencies; this means working in a partnership of internal and external skills.
The essential links between strategy, the mobilization of forces, the planning and the activity of implementation and the achievement of business benefits must be recognized. To be truly effective in an age of continual change and increasing customer and competitive demands implies new and innovative approaches to strategic implementation. Viewing strategic implementation as involving many disciplines and levels within the organization is the key to its success.***
