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Share the game-winning move you selected for your company.

Game-Winning Move: Forming a Strategic Alliance with our top-tier customers to deliver hands-on training and education for their clinical staff.

Identify the most significant challenges you will face in successfully implementing your proposed move. These could be cultural, financial, operational, or any other factors that could undermine your new strategy.

Operational Assets: Ensuring that people are ready to implement the strategy (JWI540, 1). Gathering assets to form a superuser team to lead the training and education at Stryker Academy

Quality Control Measures: Creating meaningful metrics to measure the programs participation and rate of customer completion.

Cultural Managing strategy dissonance (Sherman, 2) between being a sales organization focusing on driving education vs. a sales force meant to sell products.

Identify specific steps you will take to successfully overcome these challenges. Include references to this week's materials to support your response.

Operational

All employees must clearly understand the strategic priorities and for managers to carry out the plan and do the heavy lifting (JWI540, 1). Jack also advises that we need to have our best, hungriest, and passionate people at the forefront of the new process (Welch, 3 ).

Implement S.M.A.R.T. goals (specific, measurable, attainable, relevant, time-bound) as a quality control measure. We can track the class fill-rate, attendance, completion rate, and/or develop a graduation track for customers to track progress while obtaining feedback on the programs.

Cultural

Disconnect and dissonance are sure to diminish employee engagement and productivity, detract from customer satisfaction, and undermine long-term business performance (Sherman, 2). It will be important for the leadership team to tie in our company mission and corporate goals so that employees have clarity on our purpose and priorities. As Sherman mentions, The core purpose and values underlying the corporate mission of companies are the glue that holds the organization together as it grows, decentralizes, diversifies, expands globally, and develops workplace diversity (2).

How will you "sell" the plan to generate buy-in?

Selling the plan requires bridging the gap between the company goals and the strategy to achieve those goals. Strategic clarity starts from top leadership and is cascaded down to direct reports and must be supported by the entire organization to work. Managers must do the heavy lifting and ensure the deliverables are received, understood, actionable, and timely (JWI540, 1). Finally, understanding that the holy grail of an enterprise is long-term profitable growth (Sherman, 2), we have to align our capabilities, assets, and resources internally to deliver on meaningful differentiation and innovation, and achieve growth.

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