- Formulate strategy - the formulation should set out the rationale for
the strategy and spell out its aims, cost and benefits. - Gain support - particular care needs to be taken to obtain the support
of top managers (for whom a business case must be prepared), line
managers, employees generally and trade unions. This means
communication of intentions and their rationale and the involvement of
interested parties in the formulation of strategic plans. - Assess barriers - an assessment is required of potential barriers to
implementation, especially those relating to indifference, hostility
(resistance to change) and lack of resources. Unless and until a
confident declaration can be made that the initiative will receive a
reasonable degree of support (it could be too much to expect universal
acclamation) and that the resources in terms of money, people, time
and supporting processes will be available, it is better not to plunge too
quickly into implementation. - Prepare action plans - these should spell out what is to be done, who
does it and when it should be completed. A project plan is desirable,
indicating the stages of the implementation programme, the resources
required at each stage, and the stage and final completion dates. The
action plan should indicate the consultation, involvement, communica-
tion and training programmes that will be required. It should also state
how progress will be monitored and the criteria for measuring success
against objectives. - Project-manage implementation - this should be conducted by
reference to the action or project plan and involves monitoring progress
and dealing with problems as they arise. - Follow up and evaluate - nothing can be taken for granted. It is
essential to follow up and evaluate the results of the initiative. Follow-
up can take place through interviews, focus groups and, desirably,
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(Elle)
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