The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps: 1) Analyze the external environment, including competition, market trends, and changes in customer needs. 2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth. 3) Assess if the company has the right people in the right jobs and make changes if needed. 4) Review the strategic plan and vision to ensure they are aligned with current capabilities.

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Capstone Experience in Integration & Strategy
©2012 Argosy University Online Programs
Interview: Brent Gleeson
Introducing Brent Gleeson, co-chief-executive-officer of
Internet Marketing Incorporated
Interviewer: We would appreciate your perspective regarding
preparing for and undertaking a strategic
audit to improve a company’s performance. One of the first
questions that come to mind is:
When an organization is preparing to undertake a strategic audit
to enhance the company’s
performance, what do you recommend as the initial steps?
B. Gleeson: When it comes to operations, you must consider the
following:
includes competition, market
trends, changes in customer base, etc.

2. what isn’t; every
company, in growth made, will outgrow existing systems and
processes multiple times
throughout the lifecycle of the business.
es the company have the right people in the right jobs:
Redefining job
responsibilities and potentially replacing team members with
better talent more
commensurate with the company’s existing products, services,
and clients
ing strategic plan and make sure
it is in line with the current
vision (1 year, 3 year, 5 year, or 10+ year); does the
organization currently have the
capabilities and talent to fulfill this vision; if not, how does the
organization ensure that
it does invest in the proper resources?
internally with employees
and externally with clients and projects?
When it comes to sales, consider:
es it
need to be adjusted to fit
the potentially revised operational or strategic plan?
develops new processes and
even products and services, how will this be integrated into the
sales plan?
What is the analysis of competitor pricing models, products,

3. and services?
Other things to analyze are:
he strategic
plan support the desired
financial projections
Interviewer: How have you approached this in your current or
prior organization(s)?
B. Gleeson: By performing the audit and putting new systems,
processes, and policies in place where
needed in order to properly support the revised strategic plan.
Page 2 of 2
Capstone Experience in Integration & Strategy
©2012 Argosy University Online Programs
2 Interview: Brent Gleeson
Interviewer: What do you find as the biggest challenge(s)? How
have you overcome these?

4. B. Gleeson: Identifying the root cause of internal inefficiencies
(is it people, systems, technology, all of the
above, some of the above, etc.). By performing a proper audit,
doing 360 reviews, getting
regular and transparent feedback from all team members,
etc…that is how we get to the root
cause and can then make the proper adjustments (that is, better
software, firing/replacing
people, and getting better systems in place).
Interviewer: How do you guide the process to achieve the best
possible results?
B. Gleeson: Developing a plan, putting trusted stakeholders in
place for various areas of responsibility,
regular communication and follow up, and accountability
processes.
Interviewer: What advice do you have for companies when
undertaking a strategic audit?
B. Gleeson: Take your time and do it right. Use anonymous 360
reviews with questions designed to
address what’s currently working, what isn’t, and what people
feel would be the best solutions.
Sometimes you will quickly find out that management may be
the root cause of various issues!
Interviewer: How have you ensured that the strategic audit leads
to a plan that is executable and will
achieve results?
B. Gleeson: Auditing properly, collecting data, analyzing data,

5. gaining insights that lead to actionable
plans, developing the plan, executing, and following through.
This module is designed to help you review, assess, and apply
resources and tools that support development of an effective
strategy. You will study a number of strategy planning tools and
techniques in the assigned readings and apply them in your
assignments. The tools discussed in this module are used by
leaders and leadership teams in for-profit and not-for-profit
organizations. They are performance measurement tools as well
as planning techniques. You will get a chance to plan and use
these tools in the assignments for this module.
· Synthesize a wide variety of economic, financial, and
qualitative data to draw actionable managerial conclusions that
convince others of your position and analytical conclusions.
· Identify actions that effectively integrate the primary business
disciplines cross functionally to move the organization toward
its mission and strategic goals, while being consistent with
professional standards, social norms, and corporate ethics.
Unit 2: Module 2 - Key Concepts in this Module
Key Concepts in this Module
· Environmental scanning/SWOT—The proposition behind the
SWOT methodology is to allow an organization to assess its
strengths, weaknesses, opportunities, and threats that will
impact the business. When implemented in tandem with
environmental scanning (that focuses on what is going on in the
marketplace) and the economy, a SWOT can help an
organization shore up its position in the marketplace.

6. Ultimately, it is how the organization responds to the data and
the subsequent actions that dictate the value of environmental
scanning and SWOT.
· Five forces analysis—Porter developed the five forces analysis
process which includes exploring the threat of new competition,
understanding the threat of substitute products or services, the
bargaining power of customers (buyers), the bargaining power
of suppliers, and the reality of the level of intensity of
competitive/industry rivalry.
· Value chain analysis—This tool encompasses analyzing direct
and indirect activities that generate and deliver a company’s
product or service to its customers. The analysis assesses each
activity’s contribution to the competitive proposition through
cost or differentiation. The analysis also explores any
disadvantages. The culmination of information provides insight
on informing the strategy.
· Performance analysis/benchmarking—The purpose of
benchmarking is to establish a reflective point to compare
against. For example, a company may send out a customer
feedback survey asking for input on its service. If the company
receives an average rating of a 3 on a 5-point Likert scale, it
may create a plan/initiative to improve this to secure a higher
satisfaction rating of 4 over a period of time. The benchmark is
3 internally, and they may also choose to look at industry data
on similar companies/organizations and benchmark against
industry averages. This is one tool often used to help
organizations to concretely measure the results of initiatives.
· Strategic issues—Strategic issues often develop as a result of
misaligned internal capabilities and external trends. This often
prevents pursuing the right opportunities and not paying
attention to marketplace (external) conditions that may threaten
viability of the organization. Strategic reevaluation on a regular
basis can help prevent strategic issues from popping up. Using
environmental scans, SWOT analysis, and Porter’s five forces
analysis can help reveal issues and provide ways to address
them.

7. Porter, M. (1996). What is strategy? Harvard Business Review
74(6), 61–68. Retrieved
from http://www.ipocongress.ru/download/guide/article/what_is
_strategy.pdf
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page.
Unit 2: Module 2 - ABC Case Study—Evolving the Strategy
ABC Case Study—Evolving the Strategy
Organizations may choose different strategic approaches
including the following:
· Retrenchment strategies focus on tightening the belt (i.e.,
reducing operating costs and divestment of noncore assets).
This often occurs in hard economic or recessionary times.
· Investment strategies involve expenditure on innovation and
market diversification. These approaches are often short-term
and focused to make fast adjustments. They can also be risky
when balanced with long-term strategies.
· Ambidextrous strategies are exactly as the word suggests—a
combination of retrenchment and investment. These approaches
have inherent short-term benefits as well as some long-term
risks.
One of the most famous company strategy moves was when, in

8. the 1980s, Coke changed its formula in its Coca-Cola drink to a
sweeter taste. The company did a huge market test complete
with a large number of taste tests that were positive. The
company invested in a large marketing campaign based on the
taste tests. However, the general public was not impressed with
the new flavor nor the marketing campaign. Coke classic was
reintroduced in an ambidextrous strategy in terms of retrenching
and investment. As you can see, performance analysis does not
always work.
Truly, it is about assessing which strategy is best for the
organization. ABC eLearning’s management attributed the
company’s growth and success to the following, using a general
to specific and measurable approach:
· Developing a strategy—This allowed for flexibility and
included critical factors such as core business, marketplace
needs/trends/demands, economic indicators for industry growth,
and the ability to build in channel partners and easily expand
the business beyond its core services.
· Executing the strategy—This covered what, who, and how the
plan would be executed. It also covered the clear metrics
established each fiscal year that would demonstrate the strategy
was executed properly and was working.
Although ABC was set up in 2003, developing the strategy was
an evolving process. The leader of the organization came across
and referenced Change by Design by Tim Brown as a resource
that helped articulate one of the efforts within the organization.
The leader found the following points particularly inspiring:
· Do not look at things like a problem, look at them like a
project to work on and improve.
· Use cross-functional teams within the organization to
innovate, ideate, implement, and keep evolving.
Brown, T. (2009). Change by design: How design thinking
transforms organizations and inspires innovation. New York,
NY: Harper Collins.
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page.

9. lthough one would perceive the activities defined in this course
as consistent practices derived from common sense, it is
surprising how often organizations will skip the basics (i.e., a
thorough five forces analysis of the industry; key factors and
trends in any other areas affecting the industry; and a SWOT
analysis that considers internal and external factors).
Basic fundamental processes are neglected as companies try to
become agile, innovative, and creative. The US automobile
industry of the later part of the twentieth century is an example.
In many of the automobile companies, quality control processes
were sacrificed for sales and marketing techniques. The
fundamentals of the production model were forfeited for
perceived financial gain at the cost of reputation and long-term
sustainability.
The ABC eLearning company did not skip all the basics, but
they also did not dive in or address elements of all the basics
that could have prevented some of their early missteps. One
specific element was based on a better understanding of the
external environment compared to capabilities to support an
expanding customer base with competing affiliate requirements
(i.e., who is the priority, whether it is the affiliate that pays
very little for the services but keeps the lights on, or the new
external customers that pay more and offer more opportunity for
increased growth). This example reiterates the importance of
always starting with a solid foundation and addressing the
fundamentals around internal and external balance, as well as

10. market position and priority.
Building on Fundamentals
Organizations that stay true to the fundamentals consistently
yield better results and can catch and remedy marketplace
decline faster than their competitors. Jim Collins (2009) wrote
about this to some degree in How the Mighty Fall and Why
Some Companies Never Give In. Although leadership and
leadership decisions play a key role, the essence includes
staying true to the basics as a foundation for success. This is
akin to why Porter’s five forces analysis is still considered a
useful resource or tool in business.
http://tutor2u.net/business/strategy/Strategic_audit.htm
Collins, J. (2009). How the mighty fall and why some
companies never give in. New York, NY: Harper Collins.Unit 2:
Module 2 - Keeping the Organization on Track
Keeping the Organization on Track
Most successful organizational leaders can quickly share what
they believe are their strengths, weaknesses, opportunities, and
threats. This is a sign that they are paying regular attention to
what is influencing their business and business results.
However, the key is how they proactively manage or react to
address these in a way that keeps the organization on track with
its goals. Consider this as you work on the assignments for this
module.
For example, Glaxo’s board wanted its chief executive officer
(CEO) to launch a new line of products in a new market. The
CEO decided the new ventures need to be integrated into the
company’s strategic plan. The CEO met with key leadership
staff and did a SWOT analysis exercise to identify internal and
external forms and forces. The CEO then used the SWOT
findings to guide the development of goals and objectives for

11. the new ventures that aligned with the company vision and
mission. The findings also showed what kind of resources and
forms and forces would be needed and accounted for. The
SWOT findings can be operationalized and measured against.
In the assignments,you will review factors and trends that
influence strategy development as well as conduct an external
environmental scan of your business unit.
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