IMPLEMENTATION
AND MONITORING
It is dangerous to
assume either that, what
has been decided will be
achieved, or that what
happens is what was
intended. (Loasby)
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IMPLEMENTATION
QUOTES ON
IMPLEMENTING
STRATEGY
• We strategize beautifully,
we implement
pathetically.
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IMPLEMENTATION
Just being able to
conceive bold new
strategies is not enough.
One must be able to
translate his or her
strategic vision into
concrete steps that “get
things done”.
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IMPLEMENTATION
• Organizing is what you do
before you do something,
so that when you do it, it
is not all mixed up.
• The strategy
implementer’s task is to
convert strategy into
action to achieve the
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IMPLEMENTATION
targeted objectives
Organizations don’t
implement strategies,
people do.
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IMPLEMENTATION
• Weak leadership can
wreck the soundest
strategy; forceful
execution of even a poor
plan can often bring
victory
• A leader lives in the field
with his troops
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IMPLEMENTATION
• If you talk about change
but don’t change the
reward and recognition
system, nothing changes.
• While successful strategy
making depends on
vision, competitive
analysis and
entrepreneurial creativity
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IMPLEMENTATION
• Successful implementation
depends on leading, motivating
and working through others to
create a strong fit between how
the organization operates its
business and the requirements
for good strategy execution.
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IMPLEMENTATION
FRAMEWORK FOR
IMPLEMENTATION
• Build a capable
organization
• Develop budgets to steer
resources
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IMPLEMENTATION
• Establishing appropriate
policies and procedures
• Instituting best practices
and mechanisms for
continuous improvement
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IMPLEMENTATION
• Installing support systems that
facilitate carrying out of strategic
roles
• Tying rewards and incentives to
achieving performance objectives
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IMPLEMENTATION Framework conti---• Creating a strategy-supportive
work environment and corporate
culture
• Exerting the internal leadership
needed to drive implementation.
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IMPLEMENTATION
Effective strategy
implementation requires
three main fits
• Between strategy and skills and
competencies/capabilities
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IMPLEMENTATION
• Between strategy and
organizational reward system,
policies, systems and practices.
• Between strategy and corporate
culture
The stronger the fits the
higher the chances of
success.
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MONITORING
• “Monitoring is the in-built
mechanisms to check that things
are going as per plan and to
enable adjustments be made in a
methodological way” Oxfam 1995
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MONITORING
• “Monitoring is the systematic and
continuous assessment of the
progress of a piece of work over
time” SCF 1995
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MONITORING
• Monitoring is a management tool.
Is the “regular collection and
analysis of information for the
surveillance of the progress of the
project information”.
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MONITORING
Process Monitoring:
Program monitoring should
include info about the use of
resources, the progress of
activities & the way these are
carried out. This is called Process
Monitoring.
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MONITORING
Process monitoring is a means for:
• Reviewing & planning work on a
regular basis
• Assessing whether activities are
carried out as planned
• Identifying & dealing with
problems as they come up
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MONITORING
• Building on strengths & taking
advantage of opportunities as
they arise
• Assessing whether the style of
work & mgt is the best way to
achieve the devt. objectives of the
work (capacity building, etc.)
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MONITORING
Impact monitoring:
Monitoring should also provide
info on progress towards
achieving objectives, and on the
impact the program is having in
relation to these objectives.
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MONITORING
• It is a form of continuous self
evaluation & if done well,
formal evaluation will be
needed less often
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MONITORING
Impact monitoring is the means by
which:
• The work can be related to the
overall purpose on a continuous
basis, in order to provide a
measure of progress
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MONITORING
• The work can be modified in
response to changing
circumstances without losing its
overall direction
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MONITORING
• The need to change objectives
can be identified
• The need for further info or
research can be identified
• The assumption that the activities
will help achieve the stated
objectives can be verified.
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MONITORING
Designing a monitoring system:
The essential components of a MS:
1. Defining the aim of the MS
• Deciding who needs the MS & for
what?
• Setting objectives of the MS
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MONITORING
2. Selection of relevant information
• Selection of key indicators for
each activity
3. The collection & analysis of data
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MONITORING
• Methods of collecting data
• Collection of data concerning the
indicators
• What training & support is needed
for the people collecting the
data?
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MONITORING
• The analysis of the data
4. Presenting & using the results
• Feedback & discussing the
findings
• Using the results for planning
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MONITORING
• Using the results for institutional
learning
• Using the results as a basis for
evaluation or review
5. Organization
• Deciding who should be involved
in monitoring
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MONITORING
• Involvement of people from
outside the program
• Maintaining the MS: resources,
training, support & supervision
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MONITORING
Impact:
• Concerns long-term and
sustainable changes in people’s
lives brought about by a particular
intervention
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MONITORING
• It can be related either to the
specific objectives of an
intervention or to unanticipated
changes caused by an
intervention
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MONITORING
• Unanticipated changes may also
occur in the lives of the people not
belonging to the beneficiary
group
• Impact can be either positive or
negative; the latter being equally
important to be aware of
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MONITORING
Impact assessment:
Is the systematic analysis of the
lasting or significant changes,
positive or negative, intended or
not – in people’s lives brought
about by a given action or a series
of actions.
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MONITORING
PERFORMANCE INDICATORS
• What is it about?
Expected results should always
be accompanied by indicators.
These are numbers; percentages;
information obtained through
interviews or analysis;
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MONITORING
in short units of measure, either
quantitative or qualitative
associated with each result in
order to permit the tracking of
progress
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MONITORING
• TIMING
Monitoring is done through-out
the progress of the programme to
ensure controls in terms of
• Quality
• Quantity
• Budget & Time
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