General Motors Strategic Implementation

1. GENERAL MOTORS STRATEGIC IMPLEMENTATION

1. Strategy Implementation

Strategic implementation is the process that keeps the plans and the strategies into action to acquire the desired achievements, a strategic plan comes in form of a written document which details the processes and steps required to acquire the planned goals, this document also includes progress reports and feedback which ensures that the plan is on the right track (Ritson & O'Neill, 2006).

The company’s strategic implementation addresses who, when and how they acquire their desired objectives and goals, their strategic plan focuses to their entire organization, the implementation happens after an analysis of the environment, the swot analysis and identifying the strategic goals and issues, this also involves assigning employees to tasks and timelines that will facilitate the company to acquire its goals (Ritson & O'Neill, 2006).

1. Stages in Strategic Implementation

Strategic implementation is said to be the most demanding part of the entire strategic management process (Bartleby, 2018), which requires the most input from the organisation resources, after the formulation of the strategic plan, the implementation part goes through certain stages to ensure the smooth implementation and success of the strategy, as outlined below;

• The establishment of the annual objectives
• The formulation of policies for the execution of the strategies
• The allocation of the resources
• The actual performance of the activities and tasks
• The controlling of the performance of the activities in the levels of the organization

1. Steps in Strategic Implementation

General motors as a company undergo the following steps to ensure a smooth implementation of their strategies so as to avoid not acquiring their objectives (Bartleby, 2018), thus steps are as outlined below;

• Aligning their initiatives
• Aligning their budgets and their performance
• Aligning their organizational structure to their strategy
• Motivating and communicating with their employees

1. GENERAL MOTORS ORGANISATIONAL STRUCTURE

1. Organisational structure

The company utilizes its organisational structure to support its managerial decisions, it also streamlines the business through activities flowing through its corporate structure, the system the company designed involves the composition and arrangement of different business components such as offices, departments (Miguel, 2018).

The company puts its focus on the regional markets example, the company has a managerial team for operations in North America as a result their corporate structure serves as a means for implementing strategies specifically to the regional market conditions. The company thus aligns their characteristics of their structure with the needs of the business in relation to the market conditions this is due to how their company abilities depend partly on the structural features of their organization (Miguel, 2018). The company’s characteristics which are imbedded in their organizational structural are as follows;

• Regional Segments
• Business-type divisions
• Corporate Functional groups

1. General Motors Leadership

The company’s leadership structure comprises of different heads of different departments within the general motors group with each having different functions and duties to execute to ensure that they achieve their objectives and goals ("Leadership | General Motors", 2018), the heads of the corporate structure are as follows;

• Marry T. Barra, the chairman and chief executive officer
• Dan Ammann, the President of the General motors
• Alan Batey, the executive vice president and president of North America, General motors
• Daniel E. Berce, the senior vice president, president and chief executive officer of general motors financial
• Kimberly J. Brycz, the senior vice president of global human resources at general motors
• Stephen k. Carlisle, the senior vice president and the president of Cadillac
• Tony Cervone, the senior vice president of global communications at general motors

1. References

Ritson, N., & O'Neill, M. (2006). Strategic implementation: a comparison of three methodologies. Strategic Change, 15(4), 187-196. doi: 10.1002/jsc.763

Strategy Implementation of General Motors - 638 Words | Bartleby. (2018). Retrieved from https://www.bartleby.com/essay/Strategy-Implementation-of-General-Motors-PKAMJPPMY6PS

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