A

PRESENTATION ON

STRATEGY DEVELOPMENT AND DEPLOYMENT

PROCESS

SUB: 314- SE – IL - OSCM – 09-Business Excellence

PRESENTED BY: YASHWANT GHANGALE GUIDED BY: PROF (DR.) SUNIL P. UJAGARE
 I. INTRODUCTION
Brief overview of the importance of having a strategy in an organization:

A strategy is important in an organization because it provides a clear direction and helps to align
resources, goals and actions towards the achievement of the organization's long-term vision.

It helps leaders to make informed decisions, prioritize initiatives, allocate resources effectively and
make trade-off decisions.

Having a strategy also helps organizations to respond to changes in the market, customer needs,
and external factors that may impact the business.

Additionally, having a clear strategy enhances the organization's competitiveness and improves its
chances of success in a dynamic business environment.
 I. INTRODUCTION
What strategy development and deployment process entails:

• The strategy development and deployment process typically involves the following steps:
1. Situation analysis: Assessing the internal and external environment to understand the current
state of the organization and identify opportunities and threats.
2. Strategic formulation: Developing a clear vision, mission, and long-term goals, and defining the
strategies needed to achieve them.
3. Strategy implementation: Allocating the necessary resources and taking concrete steps to put
the strategies into action.
4. Strategy evaluation and control: Monitoring and adjusting the strategies as needed to ensure
they remain aligned with the organization's goals and to address any unexpected developments.
It's important to note that this is a continuous process, as organizations must continually reassess
and adjust their strategies in response to changes in their environment. The success of the strategy
deployment process will depend on the clarity of the goals, the quality of the implementation, and
the ability to continually monitor and adjust the strategies as needed.
II. Strategy Development

• Defining the organization's mission and vision:

• The mission of an organization is a statement that defines its purpose, what it aims to achieve,
and the customers it serves. It guides the organization's decision-making and sets the framework
for its goals and objectives.
• The vision of an organization, on the other hand, is a statement that defines its aspirations and
long-term goals. It provides a sense of direction and inspires the organization's stakeholders to
work towards a common future.
• Both mission and vision should be clear, concise, and aligned with the values of the organization.
They serve as a roadmap for the organization's growth and success.
• SWOT analysis:
• SWOT analysis is a strategic planning tool used to assess an organization's strengths, weaknesses,
opportunities, and threats. It helps organizations to identify their internal and external factors
that can impact their success and growth.
• Strengths: Positive internal factors such as unique resources, competitive advantages, and
favorable market positions.
• Weaknesses: Negative internal factors such as lack of resources, limited capabilities, and poor
market positions.
• Opportunities: External factors such as new markets, favorable regulatory changes, or emerging
technologies.
• Threats: External factors such as competitive forces, market changes, or economic conditions that
could negatively impact the organization.
• By conducting a SWOT analysis, organizations can gain a better understanding of their current
situation and develop strategies to take advantage of their strengths, overcome their weaknesses,
and respond to opportunities and threats.
• Setting strategic goals and objectives:

 Setting strategic goals and objectives involves defining specific and measurable targets for the
organization to achieve over a specific period of time.
 Strategic goals are broad statements that align with the organization's mission and vision and
serve as a roadmap for the future.
 Objectives are specific, SMART (Specific, Measurable, Achievable, Relevant, and Time-bound)
targets that support the achievement of the strategic goals and provide a clear direction for the
organization.
 Setting strategic goals and objectives helps the organization focus its efforts, track progress, and
adjust its strategy as necessary.
• Identifying and analyzing internal and external factors
affecting the organization:

Identifying and analyzing internal and external factors affecting an organization involves evaluating
the elements that could impact the organization's success and growth.
 Internal factors are elements within the organization such as organizational culture, human
resources, financial resources, and operational processes.
 External factors include elements outside of the organization such as the economy, market
trends, competition, and regulatory changes.
 This analysis can be done using tools such as SWOT analysis or PESTEL analysis and helps
organizations to understand their current situation and develop strategies to respond to
challenges and take advantage of opportunities.
• Developing alternative strategies:

 Developing alternative strategies involves generating and evaluating a range of options for
achieving the organization's goals and objectives.
 It is an important step in the strategic planning process that helps organizations to make informed
decisions about the best course of action.
 This process typically involves cross-functional input and the use of techniques such as
brainstorming, scenario planning, and problem-solving exercises.
 The alternative strategies are then evaluated against criteria such as feasibility, cost, risk, and
alignment with the organization's mission and vision to choose the most effective path.
Choosing the most appropriate strategy:

 Choosing the most appropriate strategy involves evaluating and selecting the best course of action for
achieving the organization's goals and objectives.
 This step is critical in the strategic planning process and requires careful consideration of the alternatives
developed and the organization's internal and external environment.
 To choose the most appropriate strategy, organizations should consider factors such as feasibility, cost, risk,
and alignment with the organization's mission and vision.
 The chosen strategy should be flexible and adaptable, and should take into account any changes in the
internal and external environment.
 The final decision should be based on a thorough analysis and evaluation of the alternatives and should be
supported by clear goals, objectives, and action plans.
III. Strategy Deployment
• Communicating the strategy to all stakeholders:

Involves clearly and effectively conveying the organization's goals, objectives, and plans to all
relevant stakeholders, including employees, customers, partners, and investors.
III. Strategy Deployment
• Aligning organizational structure, processes, and culture with the strategy:
Involves making changes to the organization's internal systems and processes to support the
implementation of the strategy.
III. Strategy Deployment
• Allocating resources to support the strategy:
Involves making decisions about which resources, including personnel, funding, and technology, will
be dedicated to the implementation of the strategy.
III. Strategy Deployment
• Measuring progress and performance of the strategy:
Involves regularly tracking and evaluating the success of the strategy and making adjustments as
necessary to ensure its success.
III. Strategy Deployment
• Making mid-course corrections if necessary:
Involves modifying the strategy as needed to respond to changes in the internal and external
environment and to ensure that the organization stays on track to achieve its goals and objectives.
IV. Conclusion

• The strategy development and deployment process involves several key steps, including:
• Defining the organization's mission, vision, and values
• Conducting a situational analysis to understand the internal and external factors that may impact the organization's
performance
• Setting strategic goals and objectives based on the organization's mission and situational analysis
• Developing strategies and action plans to achieve the goals and objectives
• Allocating resources and establishing a budget to support the implementation of the strategies
• Establishing metrics to measure the success of the strategies and monitoring progress regularly
• Making adjustments to the strategies as needed based on performance and changes in the business environment.
• The importance of a well-defined and effectively deployed strategy for organizational success cannot be overstated. A
clear strategy provides direction and purpose for the organization and helps to align resources and efforts towards
achieving common goals. It helps leaders to make informed decisions, prioritize initiatives, and allocate resources
effectively. A well-executed strategy can also enhance the organization's competitiveness, improve its performance,
and increase its chances of long-term success. In contrast, a poorly defined or ineffective strategy can result in
wasted resources, missed opportunities, and ultimately, failure.