Question 1. Let's think about a company that has a great strategy, develops a great plan and then starts implementation. What should they be doing to monitor and adjust the tactics as they are implementing. What if they find the approach is not working as well as expected? What should they do?
Question 2. Does making the adjustment to rectify the problem automatically count for alignment of a tactic to corporate strategy or is it just an adjustment to ensure the product is completed on time? You mentioned that tactics were incorporated into the strategic planning portion of producing the product, however, let's say that production is being backed up from lag time caused by a machine part that is on back order and that machine part is vital to the functioning of the machine necessary to produce the part that you are manufacturing. In this case, what is the tactic that is necessary to bring the strategy (producing a quality product) into alignment with the corporate objectives and how would you recognize it?
Question 3. You mentioned that transnational organizations tactics can be aligned with strategies in numerous ways. You mentioned that having everything written down and their goals and so forth. But you mention the strategies that management should try and implement by having meetings and discuss company goals. My question is to you is when will the employees or the department have a chance to partake in the strategies of setting new goals? How would this be constructed among management? How often would evaluations take place? Would you say that setting departmental goals is more achievable to obtain the overall organizations goal? What strategy or contingency plan is in place in case of goals fail? In your below post, would you consider implementing Six Sigma in the planning process as a form of using another tactic?
Question 4. In the area of diversity there are a lot of historical and philosophical issues that can get in the way. For instance a management team with a strongly Jewish orientation will have a very difficult time developing trust with an Arabic owned company. A British company will have a lot harder time working with a Northern Ireland company than an American company would have.
How does a company work around these historical perspectives? Can it actually be done? At times I am not so sure.