Development And Management Strategy Manik
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The document discusses four basic war strategies: defence, attack, proceed, and withdraw. It then outlines how these strategies translate to development strategies of protection, address, progress, and phase out. It also discusses fourteen "F" factors for effective strategies, including being fundamentally sound, having foresight, focusing efforts, following through, having feedback mechanisms, and being results-oriented.
Development And Management Strategy Manik
- 1. Development and Management Strategy Sultan Mohammed Giasuddin CODEC
- 2. Development and Management Strategy WAR STRATEGY: FOUR BASIC STRATEGIES IN THE WAR- 1) DEFENCE 2) ATTACK 3) PROCEED 4) WITHDRAW
- 3. Development and Management Strategy DEVELOPMENT STRATEGY- PROTECTION (DEFENCE) ADDRESS (ATTACK) PROGRESS (PROCEED) PHASE OUT (WITHDRAW)
- 4. Development and Management Strategy Kinds of Futures where strategy is implemented - Sponsor, stakeholder and other forces Single line strategy
- 5. Development and Management Strategy Contingence strategy:
- 6. Development and Management Strategy Hardest to strategies but still there is a possibilities
- 7. Development and Management Strategy
- 8. Fourteen F ’s for Effective Strategies Be F undamentally Sound and Correct- This means it must be anchored on the realities of the environment or situation the organization is in. It must recognize major trends and directions in this environment. It must take account of what the organization can do and can not do, what it has and does not have. 2) Have F oresight- It must be able to determine the most likely future scenario in order to properly position the organization. 3) Take a F avored Course of Action- The implementers of the strategy must emphasize with what they are doing. Otherwise, their motivation level would be low. Thy must actually identify with their strategy based on their vision, values and performances.
- 9. Fourteen F ’s for Effective Strategies 4) F ocus Efforts on a Few but Critical Activities- Effective strategies are rifle shots at a chosen target, not shotgun blasts that scatter the resources of the organization. They choose the few things that would make a big difference. 5) Have F orce behind the Chosen Few Things- Organizations must put their full force and major resources behind the strategies taken. They must “put their money where their mouth is”. 6) F ollow Through- A golfer or tennis player knows that hitting the ball is not enough. There must be a completed swing that directs the ball to its chosen destination. The whole organization must move to support its major thrusts all the way to final acceptance by and satisfaction of its client system.
- 10. Fourteen F ’s for Effective Strategies 7) Have a F it among the Objectives, Tasks, People and Structure of the Organization- There must be consistency between the type of people operating within certain organizational structures and systems and the defined objectives, the chosen strategies and tasks of the organization. Avoid mismatches. 8) Have a F inite Time Frame- Unreachable stars have less motivating power than realizable objectives within finite time frames of five, ten to even twenty years. 9) Be F easible- This means that strategies must be do-able by the organization. It must work out in the field and produce good benefit-cost relationships.
- 11. Fourteen F ’s for Effective Strategies 10) Take a F ull and Wholistic Approach- Compartmentalized approaches lead to partial solutions that often lead to greater problems. Organizations must look at the full implications of relationships among variables employed in the strategies adopted. They have to make sure that these variables reinforce rather than cancel each other out. 11) Get F eedback through Good Monitoring and Evaluation Systems- Every action produces a reaction and this reaction must be monitored closely and assessed as to whether it is moving towards the desired objectives. 12) Be F elt with Sufficient Impact by the Intended Targets- Development organizations or enterprises tend to forget the very purpose of their strategy which is to positively affect the lives of the people they are serving. Strategies must therefore translate into felt impact.
- 12. Fourteen F ’s for Effective Strategies 13) Be F lexible Depending on Environmental Changes- The assumptions governing strategies chosen may change overtime. Hence, there is a need to modify, alter or overhaul strategies in the face of environmental changes. 14) Be F inal Results Oriented- At the end of the day, the development organization must be responsible for its intended results and be accountable to the beneficiaries or owners for such results. Thy should not concentrate on inputs or tasks only but should make sure that these inputs or tasks lead to the desired outputs and outcomes.
- 13. Thank You