STRATEGIC MANAGEMENT ACTION PLAN

Strategic Management Action Plan

Strategic Management Action Plan

This paper focuses on the strategic management action plan in order to bring new changes in the organization due to emereging markets of 21st century. Keeping in view the whole scenario as management change consultant my recommendations to board of directors would be as follows:

A. to make the organization more competitive?

In order to make the organization more competitive there are several ways which can be applied to get positive results. For this organization I would recommend that implementing the ISO 9001 Standard as a Quality Management System can improve your business. In fact? that is why it was created. It is broadly recognized as a proven method of using a systems and process approach to make your business better. It can make your organization more effective? and therefore more competitive. I am using the phrase “implementing ISO9001” as opposed to “becoming certified.” (Jeanne, 1996, 141-157) Gaining a certification is nice? but it should not be the ultimate point of using the standard. Organizations who view gaining certification as the reason for using the ISO 9001 are missing a great opportunity for improvement. As frequently stated? ISO 9001 is a journey? not a destination. If you sincerely implement the ISO Standard as business improvement tool? then gaining certification sometime down the line? if you choose to do so? should be a simple step. In the last article we attempted to address a common misconception about the ISO 9001 Standard - that it is a document nightmare. Actually? there are very limited document requirements in the standard. Having hopefully dispelled that myth? let's discuss how implementing ISO 9001 can help your organization become more competitive. (Jeanne, 1996, 141-157)

B. to provide high quality customer services?

Another key element of the ISO 9001 Standard that can improve competitiveness is in understanding customer requirements. Several of the ISO 9001 required records relate to capturing and reviewing customer requirements. How many times has your organization been caught off-guard due to a lack of understanding of what your customer wants and needs? How many more times do you want it to happen? Implementing the customer focus clearly spelled out in ISO 9001 (along with the continually improving process philosophy) will make it happen more infrequently? until perhaps it happens rarely or never at all. (Jeanne, 1996, 141-157)

The earlier that misconceptions or mistakes in customer requirements are caught? the easier and cheaper it will be to correct. I am sure most of you have heard of the 1-10-100 rule. (Mistakes caught in production are 10 times more costly to fix than if they were caught in design? and mistakes caught by the customer are 100 times more costly to fix.) Improving the focus on understanding customer requirements as called for by ISO 9001 provides two important benefits: 1) significant savings through catching errors and oversights sooner; 2) increased customer satisfaction because customers are highly pleased with the products and services they buy. Just imagine how being highly effective in these ...