When a strategic plan is being developed, a vision is created for the future but the most significant element that can trigger or hinder the plan is the engagement of the stakeholders. A shared vision ought to be created by engaging all the stakeholders in the planning process; honest and open communication is the key to successful involvement. When a product is being created the communication must be bottom up in terms of employee outputs; top down communication is also necessary as the senior management shares the strategic plan with the employees. The focus would be on creating a culture of change and ensuring that everyone realizes the need to launch a new product is inevitable for the success of the organization. Through open and transparent communication, a shared vision is created and all the stakeholders’ interests are aligned to the interests of the organization (Schoemaker & Krupp et al., 2013). Creating a buy-in means to engage all the stakeholders that are involved in the process.
The launch of campaign and the implementation strategy used would be the implementation through consensus approach. All the managers along with the stakeholder work in consensus in creating the strategies for implementation. The most motivated are the lower level management in this scenario and have rather innovative ideas for the evaluation of the launch too. Multiple viewpoints are brought forward and the biggest barrier of resistance is eliminated. A firm wide commitment is ensured to the strategic implementation while more brainstorming is also done in this approach (Wodak & Kwon et al., 2011). In order to evaluate the success of the launch, certain measures shall be taken: during the planning process, a clear documentation would be done regarding the activities to be performed, the time required for each activity, the sequence of the activities and also the responsibilities assigned to the personnel. Performance measurement is done by comparing the documented with the actual results.
References
Schoemaker, P., Krupp, S., Howl & Others (2013). Strategic leadership: The essential skills. Harvard Business Review, 91 (1), pp. 131--134.
Wodak, R., Kwon, W. & Clarke, I. (2011). ‘Getting people on board’: Discursive leadership for consensus building in team meetings. Discourse & Society, 22 (5), pp. 592--644.
