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Successful factors in applying corporate strategy  

Crises in the institution may cause them to collapse, but in some cases they may be in their favor. Most executives may not like this, but institutional rivalries are natural on the ground, and are often an obstacle to effective implementation of the strategy. But without it, it may be difficult to make some strategic changes.
The parties allow the participation of differences and the adoption of different approaches in the implementation of the strategy, away from the rules and norms of the institution. It is therefore necessary for managers to understand what shape they can take and how to harness them for their own interests. While it would be naïve to ignore the ability of parties to upset the balance of things, employing them effectively helps the company to achieve its strategic goals and values, especially in the process of change.
Studies show that people with political skills tend to outnumber those who do not have a political sense. However, this is normal in many cases. For example, a manager or leader needs to put pressure on his team to get the desired result by taking advantage of his position. In some cases, it is necessary for staff to work in secret to build alliances with a new vision. Tribulations are often driven by resource scarcity, social and job inequalities and personal motivation of staff.
Therefore, the first step to take advantage of partisanism requires executives to map the political landscape of their institutions and understand the sources of support they have.
Most institutional maps feature four fields in terms of metaphor: weeds, rocks, high hills, and forests. Each has a different set of rules.
In this section, personal influence and the network of informal relationships are meant. Which is called the term "weeds" because they grow naturally without care and may be a good thing. For example, in a non-profit organization, the performance of the Secretary-General was not commensurate with the role required of him. Sometimes his actions were unethical, causing staff to worry about losing the support of major donors and government officials. So the team used to meet informally to cover up its abusive behavior. However, the problem can no longer be tolerated. The same team met during the year to work on his expulsion to protect the institution's reputation. Thus, the formation of an informal coalition saved the organization, and met political moves for positive action.
The power of (rock) lies in individual relationships and sources of power such as positions, nature of work, expertise or access to resources. It may also include the support that arises from affiliation to a group or from the formation of strong relationships with a high-level group such as the Finance Committee, a special task force or the senior management team. Which is called the term "rock" because it symbolizes the stability that maintains the existence of the institution in times of crisis. But on the other hand sharp edges can destroy the plan. We'll take, for example, a medium-sized advertising agency implementing a new growth strategy. The company chairman used his power to stop the change process. He questioned the decisions taken by the management team, changed his mind continuously from one meeting to another, suspended the allocation of agreed resources for the new structure of the company and canceled the functions of the persons without notice. It gives an example of how power is used to meet personal interests at the expense of giving value to the company in the long term.
Combining official and institutional systems: this term has been used to describe the rules, structures, guidelines and procedures that form the basis of political activities. The benefit of these rules and procedures lies in curbing personal passions, or the authoritarian nature of individuals. It is important for legal and moral reasons. It is an important political and functional process to control the system of incentives and penalties to ensure compliance with the laws of the institution. However, as many executives know, rules and procedures can cause the company to sink into bureaucracy, where it is used as a tool in the face of interests that are incompatible with the vision of bureaucrats they may use to prevent innovation and change.
In addition to formalities and guidelines, each organization has latent standards, hidden policies, and undeclared routines, and thus we reach the forest. The forest may be a cover that protects people in the organization, or a maze where good ideas and necessary changes are lost.
The inherent criteria define the method of dialogue. For example, showing any kind of emotion is not desirable in some institutions. One study shows how inherent procedures that deal with feelings normally are understood as being marginalized or ignored and therefore feelings are not publicly disclosed during discussions. According to studies in some sectors, such as aviation, there are humanitarian standards that define how employees treat their tasks, such as the smile of flight attendants, or the good and bad policing of bills.
Some institutions may be lost in the forest. For example, a major telecom company in the midst of a restructuring needs to cut costs beyond the revenue crunch, but the manager who devised a plan to save the company did not discuss the issue of job cuts with the board.
Understanding the political terrain helps managers combat the problem of partisanism. It is also important to recognize that each case has positive aspects.

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