Asset management culture - A change of approach
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As organisations grow and develop they often need to change priorities and adjust ways of working. Developing an asset based culture where one didn't exist before can be a major challenge. As with all change, there are things you can do to smooth the transition. Here is a basic overview of the headlines.
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Risk and Return AnalysisCreate a 1,050-word report, and include .docx
Risk and Return Analysis
Create a 1,050-word report, and include the following:
· Explain the relationship between risk and return
· Identify an example of risk and return.
· Explain which is more risky bonds or common stocks.
· Explain how understanding risk and return will help you in future business ventures.
Format your assignment consistent with APA guidelines.
STRATEGIC MANAGEMENT OF
HEALTH CARE ORGANIZATIONS 7TH EDITION
1
Value-Adding Support Strategies
Chapter 9
2
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
3
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support strategies to ensure they point the organization toward achieving its vision and goals.
4
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support strategies to ensure they point the organization toward achieving its vision and goals.
Link the results of internal environmental analysis of the support activities to the implementation of value-adding support strategies.
5
Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
6
Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
Understand that through the value-adding support strategies the organization itself is changed, creating or solidifying competitive advantages and strengthening weaknesses to overcome competitive disadvantages.
7
Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
8
Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
Create value-adding support strategies that help accomplish directional, adaptive, market entry and competitive strategies, as well as value-adding service delivery strategies.
9
The Strategic Planning Process
Strategic Planning
Situation Analysis
Strategy Formulation
Planning the Implementation
External Analysis
Internal Analysis
Directional Strategies
Directional Strategies
Adaptive Strategies
Market Entry Strategies
Competitive Strategies
Service Delivery Strategies
...
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IT is an increasingly autonomous force challenging the past conventions and future expectations of how the enterprise asserts itself. Does the organization have to restrain IT, or will IT redefine how the organization can be an enterprise?
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- 1. DEVELOPING AN ASSET MANAGEMENT BASED CULTURE
- 2. ONE DOES NOT SIMPLY CHANGE FROM A TRANSACTIONAL APPROACH TO AN ASSET BASED APPROACH
- 3. V11 AMS Financial Performance (ROI) Investment (Cost, Risk, Opportunities & Performance) Risk (Reducing loss, liabilities & penalties) Services (Improved outputs & customer satisfaction) Social Responsibility (Breeam, Carbon) Compliance (Legal, Statutory & regulatory) Reputation (Goodwill, opportunities) Sustainability (VE, added value, lifecycle) Efficiency and Effectiveness (Objectives, performance) Decide What the drivers are….
- 4. An asset is an item, thing or entity that has potential or actual value to an organization. The value will vary between different organizations and their stakeholders, and can be tangible or intangible, financial or non-financial Source: ISO 55000 Understand how these drivers affect your asset management needs
- 5. - + Balance your priorities
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- 8. Evaluate what this means
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