Stage 9	KEY IMPLEMENTATION POLICIES
9.1	INTRODUCTION
9.2	EMPOWERMENT OF THE WORKFORCE
9.2.1	Developing a policy that can empower people
9.2.2	Delegation
	Definition of delegation Responsibility versus accountability Advantages of delegation Obstacles to the delegation process Types of delegating The process of "gofer" delegation The process of "stewardship" delegation
9.3	CONSTRACTORS, CONSULTANTS AND ADVISERS
9.4	FINANCIAL, REMUNERATION AND OPERATIONAL POLICY
9.4.1	Financial policy
9.4.2	Remuneration policy
9.4.3	Operational policy
9.4.4	Advantages of policy
9.5	TECHNIQUES FOR IMPLEMENTING ACTIONS
9.5.1	Traditional planning technique
9.5.2	Re-engineering implementation technique Character traits of the results of the re-engineering process

Stage 10	IMPLEMENTATION OF ACTIONS (STRATEGIES)
10.1	INTRODUCTION
10.2	MANAGERIAL COMPONENTS FOR IMPLEMENTATION
10.3	IMPLEMENTING THE ACTIONS AND STRATEGIES
10.3.1	Who is responsible for what?
10.3.2	Who is responsible for implementing the actions?
10.3.3	Who takes the lead in the implementation process?
10.3.4	How to approach the process of implementation

Stage 11	STRATEGIC CONTROL AND REPOSITIONING
11.1	INTRODUCTION
11.2	RESPONSIBILITY OF THE MANAGEMENT TEAM
11.3	TYPES OF STRATEGIC CONTROL
11.3.1	Preliminary control
11.3.2	Simultaneous control
11.3.3	Feedback control
11.3.4	Assumption control
11.3.5	Implementation control
11.3.6	Strategic surveillance
11.3.7	Special alert control
11.4	A COMPREHENSIVE STRATEGIC CONTROL SYSTEM FOR A FARMING BUSINESS
11.4.1	Production control Activity control Financial control of an enterprise
11.4.2	Marketing control
11.4.3	Financial control
11.5	CONTINUOUS IMPROVEMENT, RESTRUCTURING AND RE-POSITIONING FOR SUSTAINABLE SUCCESS
11.6	LOOKING BACK AT THE JOURNEY TO FARMING SUCCESS - A SUMMARY

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