Explain and discuss the differences between implementation controls, strategic surveillance, and special alert controls.  How is each of these concepts used?

Everyone would like to check whether they achieved the anticipated objective, after coming up with a strategy. Having proper strategic controls in place will significantly help in doing this, through the analysis of the firm and its capacity to exploit its opportunities and strengths. The various types of strategic controls include strategic surveillance, implementation control, and special alert control. Each of these offers a unique method and perspective of analyzing to enhance the efficiency of the company strategy. The kind of approach the business pursues is usually critical in the determination of whether the company would have long-term success and growth or not.  The company might not adapt to any of the external changes in the market that need urgency and corrective reactions, with no strategic control in place. Nonetheless, the primary challenge is the ability to measure if the chosen strategy is the correct one and what adjustments are needed.

Implementation control

Usually, implementation control is intended to evaluate if the general strategy needs to be changed as a result of the relating actions and the findings related to the additional activities and steps implementing the entire approach. This type of strategic control determines whether the policies, plans or programs are well directing the company to the direction of its goals. Therefore, corrective actions should be considered in a situation whereby the resources that have been committed to a particular project may not be of benefit to the company. The two types of implementation controls are milestone reviews and strategic plans. Implementation controls can be executed by identifying and observing of the strategic thrusts like an evaluation of the new product marketing success after the pre-testing. A strategy would need to be implemented once it is designed. Use of implementation controls to make sure there are no changes to the developed plan is essential.

Strategic surveillance controls

A business owner requires to defend their company or business from external dangers which might prevent the success of the strategy they have chosen. This type of control enables one to observe several sources for these dangers. Generally, strategic surveillance main concern is checking a broad range of actions internally and externally which may affect the trail of the strategy of the organization. It is usually founded on the concept that one can identify crucial unexpected information by observing several sources of information. These sources are inclusive of journals, economic forums,industry conferences, and magazines. The named sources usually are the very first to point out any possible challenge the rest of the businesses face in the market. Compared to implementation control, the strategic surveillance control is typically built to be an open, broad and unfocused search action. Therefore, the fundamental conception for this type of control is some of the multiple data sources need to be adopted for opportunity searching as well as to identify unexpected vital information.

Special Alert Control

Every person will require to have a mechanism put in place to evaluate the position of their business in times of unanticipated occurrences. The sudden events could be market spikes, natural disasters, and product recall. Special alert controls will allow one to re-assess their strategy relevancy in the occurrence of new actions. It is vital for businesses to be prepared on how to go about these unexpected alerts, having in place procedures to be used, tools and the priorities that need to be kept. In short, special alert control mainly is based on a trigger approach for a fast response and instant re-evaluation of strategy in the occurrence of sudden events known as crises.

In conclusion, each strategy is bound to change in the future, due to the constant change in external and internal factors. Managers will need to check if the approach they have chosen is heading to the objectives of the company, in the control and evaluation process. The central strategy control and evaluation actions are inclusive of measuring performance, reviewing external and internal factors which are the foundation for the existing strategy and applying corrective actions.

 
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