Strategic analysis, External analysis, General environment

•    PESTEL model – what are the key trends most relevant to your organisation over the next 3-5 years, and why?
•    What O/Ts do they pose and why? Is your organisation addressing them? How?

Specific environment
•    Porter’s 5 forces plus government model – which forces are most relevant, and why?
•    What is your organisation’s competitive position?
•    Turbulence model – how turbulent is the organisation’s industry? Is your organisation’s strategic management response appropriate?
•    What specific O/Ts are evident for your organisation, and why? Is your organisation addressing them? How?

Overall conclusion from external analysis: what are the major O/Ts for your organisation over the next 3-5 years? How well is your organization addressing them or not addressing them?

Internal analysis
•    What are the CCs (=competitive strengths)?
•    What is the SCA (=competitive position in the market)?
•    Are there any weaknesses evident? If so, what are they?

Overall conclusion on competitive S/Ws of your organisation?

Conclusion on strategic analysis: how strategically well-positioned is your organisation in its industry? How well has it handled O/Ts? How does it compare with rivals? Are there strategic weaknesses evident? If so, what are the implications?

Strategic direction-setting
Vision
What is it?
Is it clearly articulated?
Does your organisation “live” the vision?

Mission
What is it?
Is it clearly articulated?
Does your organisation live up to the mission?

Strategic objectives
What are the strategic objectives of your organisation?
Which stakeholder demands are these strategic objectives intended to address and satisfy? To analyse this question, use the ethics matrix and stakeholder theory to identify the definitive, dominant and other stakeholders, and their demands. Then address the question: do the strategic objectives of your organisation align with, and address, the demands of these stakeholders? You may want to summarise this analysis in table form. What do you conclude if stakeholder demands and strategic objectives align? If they do not align, is there a significant issue emerging for your organisation?

Conclusion on strategic directions: what do you conclude if your organisation spells out and pursues vision, mission and strategic objectives that are clearly directed at meeting the needs of legitimate stakeholders? What do you conclude if there is evidence of misalignment?

Summary of strategic objectives identified using
stakeholder analysis.

Stakeholder      Salience        Stakeholder demands/ needs       Strategic objective(s) to address
that must be satisfiedstakeholder demands/ needs

Shareholders   Definitive?

Customers       Dominant?

Employees       Dominant?

Suppliers         Dominant?

Financiers        Dominant?

Environment    Dominant?

Advisors          Discretionary?

Government     Dormant?

Unions             Discretionary?

Community     Discretionary?

Key broad business-level and international strategies
Which business level strategies have been created by your organisation to pursue and achieve its strategic objectives?
What is the evidence  (usually in the form of functional level strategies being implemented) to support the presence of these strategies?

Ansoff’s product/ market business level strategies
•    Market expansion?
•    Market development?
•    Product development?
•    Diversification (related, unrelated markets)?

Miles and Snow’s adaptive strategies
•    Prospector?
•    Analyser?
•    Defender?
•    Reactor?

Porter’s competitive business level strategies
•    Differentiation?
•    Cost leadership?
•    Combination (Valos)?
•    Niche or focus?

International strategies – multidomestic, transnational, global?

Overall conclusion: which business level strategies have been selected by your organization to pursue its strategic objectives. What is your evidence (usually functional level strategies) to support your view?

Strategic implementation: General perspective

Overall, how well do you feel your organisation has implemented its chosen business-level and international strategies?

Some principles/ models to assist your analysis of this question:
•    Is there any indication from the environmental turbulence analysis of possible mismatch between the level of environmental volatility and top management’s strategic focus?

•    Evidence of unrealised, unintended, imposed strategy?

•    Evidence of strategic drift?

•    Evidence of strategic flux?

•    Is your organisation at a point where transformational strategic change is needed? Is there evidence it is happening?

•    Is it time for second curve activity? Is there evidence it is happening?

•    Where do the business level strategies fit on the BCG matrix? What do you conclude?

Strategic implementation issues
What are the major strategic implementation issues confronting your organisation as it actions its business-level and international strategies?
You should identify and discuss only the 3 or 4 strategic implementation issues you consider to be the most important. You may include in this discussion specific areas of strategy implementation your organisation is addressing particularly well, in addition to issues/ areas that hinder strategy implementation.
Remember, some of the issues may have been identified in your earlier strategic analysis of your organisation (such as any weaknesses uncovered), from examination of strategic objectives (eg. has a dominant stakeholder group been neglected?)or from your view about your organisation’s overall success (or otherwise) in implementing its business level strategies (eg . is there evidence of unrealised strategy – why? strategic drift or flux – why? Has your organisation passed point A on the Sigmoid Curve – why? Does your organisation sit in the dog or question mark quadrants of the BCG matrix – why?).

Areas that frequently give rise to strategic implementation issues include:
•    Poor/ inappropriate business level strategic plans?
•    Not enough/ too many staff?
•    Not having the right staff skill sets to implement strategies?
•    Wrong culture to embrace strategies?
•    Poor CEO and/ or senior management leadership?
•    Lack of or inappropriate systems?
•    Lack of innovation (compared to competitors)?
•    Failure to properly use IT, including the Internet, to underpin strategy implementation?
•    Lack of knowledge management systems to retain/ use knowledge?
•    Inadequate finance; excessive gearing?
•    Failure to protect/ use IP?
•    Legal issues hindering strategy implementation?
•    Inability to use M&A tool successfully?
•    Inability to use strategic alliance tool successfully?
•    Other major strategic implementation issues?

For each strategic implementation issue selected, you need to discuss why it is a major issue and how it should be rectified (if it can be).
Overall conclusion: what are the key issues hindering (or promoting) strategic implementation and why? What are the impacts of these issues on strategic implementation?
Strategic evaluation

Overall, how well do you feel your organisation isperforming?

In particular, how well is your organisation achieving its strategic objectives?  To help answer this question, you may want to refer back to the strategic objectives identified in the strategic objectives/ stakeholders summary table prepared in the section onstrategic direction-setting.
You may also want to evaluate your organisation’s performance using a balanced scorecard or triple bottom line reporting approach.

Conclusion: Current and future prospects and
recommendations.

What is your overall view about your organisation’scurrent strategic performance? If you have identified strategic implementation issues of concern, does your organisation show evidence of addressing them? If yes, what do you conclude? If your organization does not appear to be addressing these implementation issues, what do you conclude?
Finally, what do you consider to be your organisation’sfuture prospects and why?
What recommendations would you make to the CEO of your organization?

ORDER THIS ESSAY HERE NOW AND GET A DISCOUNT !!!Strategic analysis
External analysis
General environment
•    PESTEL model – what are the key trends most relevant to your organisation over the next 3-5 years, and why?
•    What O/Ts do they pose and why? Is your organisation addressing them? How?

Specific environment
•    Porter’s 5 forces plus government model – which forces are most relevant, and why?
•    What is your organisation’s competitive position?
•    Turbulence model – how turbulent is the organisation’s industry? Is your organisation’s strategic management response appropriate?
•    What specific O/Ts are evident for your organisation, and why? Is your organisation addressing them? How?

Overall conclusion from external analysis: what are the major O/Ts for your organisation over the next 3-5 years? How well is your organization addressing them or not addressing them?

Internal analysis
•    What are the CCs (=competitive strengths)?
•    What is the SCA (=competitive position in the market)?
•    Are there any weaknesses evident? If so, what are they?

Overall conclusion on competitive S/Ws of your organisation?

Conclusion on strategic analysis: how strategically well-positioned is your organisation in its industry? How well has it handled O/Ts? How does it compare with rivals? Are there strategic weaknesses evident? If so, what are the implications?

Strategic direction-setting
Vision
What is it?
Is it clearly articulated?
Does your organisation “live” the vision?

Mission
What is it?
Is it clearly articulated?
Does your organisation live up to the mission?

Strategic objectives
What are the strategic objectives of your organisation?
Which stakeholder demands are these strategic objectives intended to address and satisfy? To analyse this question, use the ethics matrix and stakeholder theory to identify the definitive, dominant and other stakeholders, and their demands. Then address the question: do the strategic objectives of your organisation align with, and address, the demands of these stakeholders? You may want to summarise this analysis in table form. What do you conclude if stakeholder demands and strategic objectives align? If they do not align, is there a significant issue emerging for your organisation?

Conclusion on strategic directions: what do you conclude if your organisation spells out and pursues vision, mission and strategic objectives that are clearly directed at meeting the needs of legitimate stakeholders? What do you conclude if there is evidence of misalignment?

Summary of strategic objectives identified using
stakeholder analysis.

Stakeholder      Salience        Stakeholder demands/ needs       Strategic objective(s) to address
that must be satisfiedstakeholder demands/ needs

Shareholders   Definitive?

Customers       Dominant?

Employees       Dominant?

Suppliers         Dominant?

Financiers        Dominant?

Environment    Dominant?

Advisors          Discretionary?

Government     Dormant?

Unions             Discretionary?

Community     Discretionary?

Key broad business-level and international strategies
Which business level strategies have been created by your organisation to pursue and achieve its strategic objectives?
What is the evidence  (usually in the form of functional level strategies being implemented) to support the presence of these strategies?

Ansoff’s product/ market business level strategies
•    Market expansion?
•    Market development?
•    Product development?
•    Diversification (related, unrelated markets)?

Miles and Snow’s adaptive strategies
•    Prospector?
•    Analyser?
•    Defender?
•    Reactor?

Porter’s competitive business level strategies
•    Differentiation?
•    Cost leadership?
•    Combination (Valos)?
•    Niche or focus?

International strategies – multidomestic, transnational, global?

Overall conclusion: which business level strategies have been selected by your organization to pursue its strategic objectives. What is your evidence (usually functional level strategies) to support your view?

Strategic implementation: General perspective

Overall, how well do you feel your organisation has implemented its chosen business-level and international strategies?

Some principles/ models to assist your analysis of this question:
•    Is there any indication from the environmental turbulence analysis of possible mismatch between the level of environmental volatility and top management’s strategic focus?

•    Evidence of unrealised, unintended, imposed strategy?

•    Evidence of strategic drift?

•    Evidence of strategic flux?

•    Is your organisation at a point where transformational strategic change is needed? Is there evidence it is happening?

•    Is it time for second curve activity? Is there evidence it is happening?

•    Where do the business level strategies fit on the BCG matrix? What do you conclude?

Strategic implementation issues
What are the major strategic implementation issues confronting your organisation as it actions its business-level and international strategies?
You should identify and discuss only the 3 or 4 strategic implementation issues you consider to be the most important. You may include in this discussion specific areas of strategy implementation your organisation is addressing particularly well, in addition to issues/ areas that hinder strategy implementation.
Remember, some of the issues may have been identified in your earlier strategic analysis of your organisation (such as any weaknesses uncovered), from examination of strategic objectives (eg. has a dominant stakeholder group been neglected?)or from your view about your organisation’s overall success (or otherwise) in implementing its business level strategies (eg . is there evidence of unrealised strategy – why? strategic drift or flux – why? Has your organisation passed point A on the Sigmoid Curve – why? Does your organisation sit in the dog or question mark quadrants of the BCG matrix – why?).

Areas that frequently give rise to strategic implementation issues include:
•    Poor/ inappropriate business level strategic plans?
•    Not enough/ too many staff?
•    Not having the right staff skill sets to implement strategies?
•    Wrong culture to embrace strategies?
•    Poor CEO and/ or senior management leadership?
•    Lack of or inappropriate systems?
•    Lack of innovation (compared to competitors)?
•    Failure to properly use IT, including the Internet, to underpin strategy implementation?
•    Lack of knowledge management systems to retain/ use knowledge?
•    Inadequate finance; excessive gearing?
•    Failure to protect/ use IP?
•    Legal issues hindering strategy implementation?
•    Inability to use M&A tool successfully?
•    Inability to use strategic alliance tool successfully?
•    Other major strategic implementation issues?

For each strategic implementation issue selected, you need to discuss why it is a major issue and how it should be rectified (if it can be).
Overall conclusion: what are the key issues hindering (or promoting) strategic implementation and why? What are the impacts of these issues on strategic implementation?
Strategic evaluation

Overall, how well do you feel your organisation isperforming?

In particular, how well is your organisation achieving its strategic objectives?  To help answer this question, you may want to refer back to the strategic objectives identified in the strategic objectives/ stakeholders summary table prepared in the section onstrategic direction-setting.
You may also want to evaluate your organisation’s performance using a balanced scorecard or triple bottom line reporting approach.

Conclusion: Current and future prospects and
recommendations.

What is your overall view about your organisation’scurrent strategic performance? If you have identified strategic implementation issues of concern, does your organisation show evidence of addressing them? If yes, what do you conclude? If your organization does not appear to be addressing these implementation issues, what do you conclude?
Finally, what do you consider to be your organisation’sfuture prospects and why?
What recommendations would you make to the CEO of your organization?

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