Professional Documents
Culture Documents
Influences in Strategy
1960s (Strategy and Structure; Corporate Strategy)
1963 Harvard business conference leads to SWOT analysis Boston Consulting firm (BCG) founded in 1963 strategy boutique
Created the portfolio analysis
Internal
Strengths
External
Opportunities
Weaknesses
Threats
Internal Analysis
2. Internal Analysis STRENGTHS WEAKNESSES
STRUCTURE the way its organized - the chain of command CULTURE pattern of beliefs values and expectations
RESOURCES are the assets that constitute raw materials, people, financial and fixed assets
3
Appraise the rent-generating potential of resources & capabilities a)Potential for sustainable advantage b) Appropriability of their returns
4 Select a strategy that best exploits the orgns resources and capabilities relative to opportunities
RESOURCES
CAPABILITIES
COMPETITIVE ADVANTAGE
STRATEGY
5
-identify resource gaps that needs to be filled -invest in replenishing, augmenting and upgrading of organizations resource base
1. 2. 3. 4. 5.
WEAKNESSES
1. 2. 3. 4. 5.
TOTAL
1.00
1. 2. 3. 4. 5.
THREATS
1. 2. 3. 4. 5.
TOTAL
1.00
Stakeholders Analysis
STAKEHOLDERS ANALYSIS . . .
Stakeholders Analysis . . .
CLASSIFICTION Influencers Allies Obstructions
STEP IN ANALYSIS
List of stakeholders Activities, programs, interest Programs, interest, roles Degree of Influence Classify stakeholders
STAKEHOLDERS ANALYSIS. . .
ASSESS INFLUENCE
PARTICIPATION STRATEGY
PLAN OF THEIR INVOLVEMENT: INTERST, IMPORTANCE EFFORT NEEDED PARTICIPATION IN VARIUOS PROJECT CYCLE
STAKEHOLDERS ANALYSIS
STAKEHOLDERS (GROUPS, AGENCY, INDIVIDUALS,ETC) INTEREST AT STAKE
EFFECTS TO ORGN
(+ 0 - )
IMPORTANCE AND DEGREE OF INFLUENCE ARE MEASURED AS : U UNKNOWN; 1- LITTLE OR NO INFLUENCE/IMPORTANCE; 2- SOME IMPORTANCE/INFLUENCE; 3 MODERATE IMPORTANCE/INFLUENCE; 4 VERY IMPORTANT/SIGNIFICANT INFLUENCE; AND 5 CRITICAL PLAYER/VERY INFLUENTIAL
SWOT
SWOT MATRIX
STRENGHTS (S) INTERNAL ANALYSIS EXTERNAL ANALYSIS WEAKNESSES (W)
OPPORTUNITIES (O)
S-O STRATEGIES
USE YOUR STRENGTHS TO TAKE ADVANTAGE OF THE OPPORTUNITIES
W-O STRATEGIES
OVERCOME YOUR WEAKNESSES BY TAKING ADVANTAGE OF THE OPPORTUNITIES
THREATS (T)
S-T STRATEGIES
USE YOUR STRENGTHS TO MINIMIZE OR AVOID THE THREATS
W-T STRATEGIES
MINIMIZING YOUR WEAKNESSES AND AVOIDING THE THREATS
S-O 2 3 1
S-T 2 3 1
W-O 2 3 1
W-T 2 3
RESOURCES
STRATEGY FORMULATION
MISSION OBJECTIVES
STRATEGY IMPLEMENTATION
EXTERNAL
OPPORTUNITIES THREATS
INTERNAL
STRENGTHS WEAKNESSES
F E E D B A C K
ACTION PLAN
STRATEGY ACTIVITIES ACTIVITY #1 ACTIVITY #2 ACTIVITY #3 TIMELINE BUDGET RESPONSIBLE REMARKS
STRATEGY # 1
STRATEGY # 2
STRATEGY # 3
STRATEGY # 4
Reference:
Decal, Strategic Management Lecture to CBLU, 2012 www.slideshare.net Strategic Management Introduction to Strategy accessed July 27, 2012