“Is Reengineering and Strategy Implementation Just Another Management Fad or Does It Offer Something of Lasting Value?”

As for external factors one of the external factors would be perhaps a new law that is given and affects directly or indirectly the business and that business needs to make some changes.

A strategic plan is a tool that delivers guidance in achieving a mission or goal with maximum proficiency and control for an organization. Strategic planning is used to transform and revitalize organizations. The plan helps provide an inclusive understanding of opportunities and challenges both internally and externally for the organization. The plan delivers an assessment of the strengths and limitations that are realistic within the company. A well-developed strategic plan will offer a comprehensive approach and empowerment for the stakeholders involved. It is an opportunity for learning and understanding priorities that will drive the business to succeed. Jones (2010), describes how in health care organizations, strategic plans

The fourth step in the strategic process will include the implementation of strategies by forming projects. “The conceptual framework for strategy implementation lacks the structure and discipline found in strategy formulation. Implementation requires action and completing tasks” (Gray, Larson, 2008).

External planning factors must be frequently revised so a business can abide by new laws or economic change so it can remain efficient and profitable. It could be demand for a product/service, government policies, change in nature of work, workforce skills, labour market competition and impact of automation. These are out of a business’s direct control so human resources must be able to adjust.

Hammer and Champy provide a case based on the re-engineering of Ford Motor's "Account's Payable" department.  Which of the following ideas best describes how Re-engineering helped reduce cost and effort in dealing with the problem?

Strategic planning within a company is a tool used in companies that help mature areas in total quality management. This type of planning creates a cohesive management system for lower level employees to better adapt in. “Strategic planning determines where an organization is going over the next year or more and how it 's going to get there. Typically, the process is organization-wide, or focused on a major function such as a division, department or other major function”(McNamara, 2008). In order to plan effectively one must first make a clear assessment of the plan and have an analysis on the corporations mission statement and objective.

Organizations face numerous barriers in overcoming resistance to change that can improve performance measures, customer service, and the effectiveness of the workforce. For the changes to become efficient and effective, organizations need to develop a strategy that can guide the organization in achieving the desired results. The purpose of the organization’s strategic plan is to align processes with the vision, develop collaboration, foster partnerships, and improve efficient use of equipment and facilities (Interprofessional Resource Center, n.d.). Numerous components perform their individual functions with their own vision of what the organization should be. The challenge for

Strategic planning can dictate the success of any organization if properly planned as well as the failure of an organization if not implemented as planned. Strategic planning is all about making choices. It is a process designed to support leaders in being intentional about their goals and methods. Simply stated, strategic planning is a management tool, and like any management tool, it is used for one purpose only—to help an organization do a better job. This portion of the strategic plan will explain why an

In his article, “The Fall and Rise of Strategic Planning,” Henry Mintzberg (1994) provides his views on the process of strategic planning. He offers that most companies and organizations start a strategic planning process with little understanding of the definition or actual purpose of planning. He tends to admonish much of the conventional understanding concerning strategic planning and proposes his interpretations. He states that “the most successful strategies are visions, not plans” (Mintzberg, 1994, p. 107).

“The Theory of evolution says continuous change is inevitable and if one does not evolve, they will perish” (Darwin's theory of evolution, 2006). This is true for businesses and companies. If companies do not evolve then their survival is in jeopardy. A key to survival is a core competency that the company has built over time. These competencies are what a company is built upon. Companies that are successful and continue to survive have shown that they focus on building core competency and in turn their ability to innovate increases. Based on their core competencies these companies have built products (line extension) or services (redirection) that can be applied to variety of applications. Successful companies are eager to build competencies that will help them become world leaders. They do not solely focus on products alone; they focus on System Thinking, how one piece affects the entire system (Dundon, 2002). This type of thinking shows a focus on core. A piece of the system is most likely

Carttar, P., 2014. Strategic Planning and Evaluation: Tools for Realizing Results. [Online] Available at: http://www.ssireview.org/blog/entry/strategic_planning_and_evaluation_tools_for_realizing_results [Accessed 14 November 2014].

Strategic Planning is one of the most fundamental factors in the success of an organization. This research project will discuss the importance of strategic planning as well as the different components of strategic planning. Many organizations fail to accomplish their goals and tasks due to the lacking of strategic planning. In order for their businesses to be successful, organizations need to be well informed about how the strategic planning process works.

Internal changes may be triggered by organisational strategies: centralisation/ merger due to pressures of “economies of scale” for market-place competitiveness, which may lead to closures, redundancies, change in Job descriptions, re-training / re-skilling.

In the book Reengineering the Corporation: A Manifesto for Business Revolution, Michael Hammer and James Champy discuss a concept that he originated known as “reengineering”. The process of reengineering involves coming up with new ideas, specifically processes, which are technologically advanced and extremely effective in completing corporate work. Companies must think ahead so that they will not only succeed today, but also set the rules for future business. A critical part of reengineering involves ignoring the current procedures and structures that have been set by a company and replacing them with more efficient processes. In creating these new processes, companies must focus on the needs and wants of consumers. This will ensure customer satisfaction, which is a key part of maintaining a competitive advantage in today’s world.

5) Reengineering Automotive Development: To stay competitive and decrease the turnaround time of the development