Successful strategy implementation

A successful strategy implementation presupposes a willingness to make a rational adjustment to existing practice. A good example that is often mentioned in this respect in the Ethiopian situation is the improvement made in the working environment by the Contract Registration Office. The other institution that is often referred to, in adjusting to the changing environment, and hence, in fighting bureaucratic practices, is the Ministry of Trade and Commerce.
When it comes to the Addis Ababa Transport Branch Office, things seem to be going in the same direction as well. However, it is presently beset by the sheding of electricity, and sometimes by the internet system failure. One could see that particularly in the driver’s license section, May is witnessing a lot of queuing, delays and customers' complaints over the handling and transmission of vital information from the Kaliti Driving School Administration.
Inefficiency or delay to issue licenses crops up, according to the office operatives at the Megenagna Office, when records of individual trainee test results are not transferred by flash disc together with hard copies. In between, there could be smaller problems that intervene impacting negatively upon the desired efficiency. Then miss-understanding occurs between the operatives and the customers and arguments flare up because of the difficulty that is created due to electricity sheding that would cause unnecessary bureaucratic hurdles, since smooth communication seem to have failed between the office and the clients.
Therefore, successful implementation of strategic plan according to the consulting firm of Mckinsey & Co, assumes to go through the Seven-S-Model as quoted by Stoner, Freedman, and Gilbert, Jr., in the Six Edition of Management, Prentice Hall of India, 2005. This Model allows a strategy to flow coherently with other essential factors in a complex and ever-changing environment.
Of course, the problem I have mention in the case of A.A. Transport Branch Office is not a result of either of a complex or even of an ever-changing environment. It was rather the result of a temporary occurrence; yet, even such a situation should be carefully taken seriously both on the part of EEPCO and offices like the Addis Ababa Transport Branch Office. The question should be, what 'temporary structure change should be viewed' to carry out the strategic only option of electricity shading without impacting on the daily life of a normal office operation.
Should EEPCO advise the organization to run its work by placing own generator temporarily; or should it release the sheding dates clearly so that it could inform its clients to come only on those specified date instead of telling them to come the next day or the day after of which dates it is not certain that there would be electricity interruption.
To supplement the above argument further, a young lady who lives in 'Ayat Mender', telling her side of the story, said that she was delighted to have the electricity back at nine in the evening deciding that she would do all her write-ups after dinner and after relaxing over her preferred TV programs. About 12:30 mid-night, on May 10th, she set her PC in order to start work after putting the perishable food items in her deep-freezer. Whether it was due to the continuation of the sheding or of technical problems, no sooner had she put her fingers on the key board than the light was off again until 7.a.m. in the morning. "What a mess" said she, "even a working mom can not plan ahead let alone public organizations."
The moral of this commentary is not at all to be ignorant or irrational in appreciating the national concern of EEPCO at a time of great scarcity of water and its other priority issues, but only to suggest that the public has the right to adjust as civilized people to prevailing conditions as much as it has obligations to comply to measures announced or to be announced by public organizations as important as EEPCO. The only difference being that the public should be guided by clear procedures of announcement of dates and time as in previous years to enable them to adjust to unavoidable situations such as the present case including the interruptions that may occur beyond the specified shift days to be in tune with democratic practice. Nonetheless, structure being among the Seven-S-Model; temporary change in structure at the Addis Ababa Transport Branch Office may help to carry out strategy implementation successfully.