Strategic Implementation

Description of Chosen Tool (Work Gloves Create Change) Successful strategy implementation is fundamental for the survival of any entity. Numerous organizations fail to sustain their competitive edge, owing to lack of tools and processes in implementing strategies (Rajasekar, 2014). The chosen tool, work gloves create change, encompasses eight distinctive processes that are necessary for strategic implementation. The first phase is generating urgency for individuals within the organization to perceive, comprehend and feel the need to change.

Second phase is building a coalition with dominant individuals at all levels who work to lead the change endeavor. The third phase is creating a vision that outlines where the organization wants to go and what things will be like when the change is successful. This is imperative to ensure that individuals move in one way. The subsequent phases include communicating the vision, empowering action and garnering short-term wins, which facilitate members within the organization to transform their behaviors and work patterns.

Communicating the vision ought to be done constantly using various channels of communication. The following phase is empowering action and this encompasses handing individuals the power to try new practices, the knowledge and resources required and also providing them with a safety net for individuals in the event they fail. Garnering short wins encompasses commencing with projects that necessitate the minimum level of change and have high likelihood of success. This generates reliability and impetus that encourages key organizational members to get in line with the strategy in place.

The seventh phase of the toll encompasses consolidating gains and pressing on. It is necessary not to stop after a temporary win but rather forge ahead to tackle deeply entrenched issues. The final phase encompasses institutionalizing change. This takes into account making the tool essential enough to make it a part of the fundamental values of the culture. How Chosen Tool (Work Gloves Create Change) is affected by Different Strategic Influences The chosen tool can be impacted by various strategic influences, both internal and external.

One of the internal factors that would have an influence on the tool and strategic implementation is the organizational structure. According to Rajasekar (2014), organizational structures are essential for employees to act enthusiastically on the knowledge established to fashion and implement strategy. The organizational structure offers a visual explanation of two key aspects and these are the process of making decisions and resource apportionment. In this case, the example of Google indicates that it has a flat organizational structure.

However, having a hierarchical organizational structure would be an impediment to this chosen tool as it would limit the aspect of empowering action to the personnel as they would not have the freedom to undertake their projects and instigate innovation (Smit, 2000). Another internal factor that would instigate changes influencing the choice for implementation is organizational culture. Culture delineates the behavioral customs, mutual practices, common outlooks and beliefs that dictate any organization.

Culture significantly influences the organizational climate, which encompasses the mutual perspectives of organizational aspects such as decision making and customs and norms regarding work activities. In this case, if the organizational culture encourages a distinctive way of conducting activities at all time then the choice of implementation would differ. This is because rigidity and lack of flexibility within the organization makes it much more difficult to implement change.

For instance, in the phase of building a coalition, it would become largely challenging to find managers that would be in line with implementing a new way in actions undertaking (Dyer et al., 2016). The external environment encompasses factors that cannot be controlled by the organization. However, it is imperative to note that leaders within the organization do have some degree and magnitude of control regarding how the organization responds to changes in its external environment.

One external factor that would have an impact on the chosen tool is the geographical location. In particular, geographic proximity simplifies the flow of resources, which influences the strategic implementation decisions. In accordance to Chakrabarti and Mitchell (2013), required resources every so often exist at distant locations from a firm's present localities, such that decisions such as management of assets, operational changes, innovation, and growth have a longitudinal aspect whereby corporations seek information from distant sources and select between geographically disseminated substitutes.

In this case, geographical location would largely impact the chosen tool. Communicating change would become quite challenging as the organizational members are in different locations. In addition, this would to some extent justify the costs of the gloves as different locations would have differing prices. The context of industry for the organization can influence both the choice and the implementation of the selected tool and also might differ amongst the leaders in such a setting.

Industry structure takes into account the number and also size dissemination of rivals within an industry. If the company operates within an industry that has severe competitive levels, then this would alter the implementation of the tool. If the firm is a huge company within the industry, it will have a preference for lower cost structure because they would be purchasing products in great volume.

For instance, Samsung faces a great deal of competition from rival companies such as Apple and therefore opts to have low cost structures within its supply chain in order to compete (Suttle, 2016). It is also imperative to note that if the industry is competitive, then the company can either be risk averse or risk taking with respect to change. The company might be afraid to instigate and embrace change because it might lose its competitive edge.

On the other hand, the company might be risk taking in embracing change so as to attain a competitive edge. Usefulness of the Chosen Tool (Work Gloves Create Change) The chosen tool is largely beneficial to me as a practitioner and independent scholar. To begin with, the tool outlines not only the various phases of implementing strategy but also the approach to take when facilitating change within the organization. In particular, it enables me to understand the different internal approaches to take when implementing change within an organization.

More so, it helps me as a practitioner to gauge the different areas that I need to work on in implementing my strategies. It is also beneficial in my strategic business leadership. As a strategic leader, my fitting style of leadership is the transformational style of leadership. The transformational style.