The document outlines the first stage of strategic management, which involves both external and internal analysis to understand the environment and an organization's strengths and weaknesses. Some of the tools discussed for analysis include SWOT, Porter's 5 forces, resource-based view, stakeholder analysis, and developing strategies, objectives, programs and projects. The purpose of this stage is to conduct analysis to inform strategy formulation and guide strategic decision making.
A Presentation on Strategies and Policies (Operation Research)FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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A Presentation on Strategies and Policies (Operation Research)FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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Industry expert Scott Sehlhorst will:
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• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Kyiv PMDay 2024 Summer
Website – www.pmday.org
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Stage 1 of Strategic Management
Environmental Analysis
2. 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
• 1980s (Porter’s 5 forces)
• 1990s (Resource based view of the firm)
2
3.
4. Internal Analysis
2. Internal Analysis STRUCTURE – the way its organized
- the chain of command
•STRENGTHS
CULTURE – pattern of beliefs
•WEAKNESSES values and expectations
RESOURCES – are the assets that constitute raw
materials, people, financial and
fixed assets
5. 1963 Strategy Boutiques
• Strategy Boutique is a niche management
consultancy
• Management and
Business Strategy Consultancy
7. 1 2 3 4
Appraise the rent-generating
-Identify & classify the -Identify the ogrn’s
potential of resources &
Select a strategy
orgn’s resources. capabilities that best exploits
capabilities
-Appraise SW related -What can the orgn do
a)Potential for sustainable
to competitors. more than the competitors?
advantage
the orgn’s
-Identify input resources per
-Identify Opportunities
capability & complexity of
b) Appropriability of their resources and
for better utilization returns
of resources each capability capabilities
relative to
opportunities
COMPETITIVE STRATEGY
RESOURCES CAPABILITIES ADVANTAGE
5
-identify resource gaps that needs
to be filled
-invest in replenishing, augmenting
and upgrading of organizations
resource base
8. Two Parts of Environmental Analysis
1. Task environment
2. Societal
environment
13. Why do a Stakeholder Analysis?
• to identify stakeholder’s interest in,
importance to, influence over the intervention,
programs and projects
• to identify local institutions and processes upon
which to build
•To provide a foundation and strategy for participation
14. STAKEHOLDERS ANALYSIS . . .
To determine the stakeholders,
use the Ws and Hs like:
•Who are the people or institutions with interest?
•What are their degree of influence and control?
•What are the services being provided/offered?
•What are their resources?
•Why are they doing these?
•Who are they serving?
•Where are they located or concentrated?
•How they deliver their services?
•How efficient, effective and economical are
they operating?
15. Stakeholders Analysis . . .
CLASSIFICTION STEP IN ANALYSIS
• Influencers • List of stakeholders
• Allies
• Activities, programs, interest
• Obstructions • Programs, interest, roles
• Degree of Influence
• Classify stakeholders
16. STAKEHOLDERS ANALYSIS. . .
Process in stakeholders analysis:
IDENTIFY KEY ASSESS IMPACT ASSESS PARTICIPATION
STAKEHOLDERS ON THE PROJECT INFLUENCE STRATEGY
•BENEFICIARIES •EXPECTATIONS •POWER/STATUS PLAN OF THEIR
•VULNERABLE •BENEFITS •ORGANIZATION INVOLVEMENT:
GROUPS •RESOURCES •CONTROL OF •INTERST,
•SUPPORTERS/ •CONFLICTING RESOURCES IMPORTANCE
OPPOSITORS •INTERESTS •PERSONAL •EFFORT NEEDED
•RELATIONSHIPS CONNECTIONS •PARTICIPATION IN
•POWER VARIUOS PROJECT
RELATIONS CYCLE
17. STAKEHOLDERS ANALYSIS
STAKEHOLDERS INTEREST AT STAKE EFFECTS IMPORTANCE DEGREE OF
TO ORGN OF THE INFLUENCE
(GROUPS, AGENCY, (RELATIVE TO THE STAKEHOLDER OF THE
INDIVIDUALS,ETC) MOVEMENT, ORGN) (+ 0 - ) STAKEHOLDE
R
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
19. SWOT MATRIX
STRENGHTS (S) WEAKNESSES (W)
INTERNAL
ANALYSIS
EXTERNAL
LIST 5-10 STRENGHTS LIST 5-10 WEAKNESSES
ANALYSIS
OPPORTUNITIES (O) S-O STRATEGIES W-O STRATEGIES
USE YOUR STRENGTHS TO OVERCOME YOUR
LIST 5-10 OPPORTUNITIES TAKE ADVANTAGE OF THE WEAKNESSES BY
OPPORTUNITIES TAKING ADVANTAGE
OF THE OPPORTUNITIES
THREATS (T) S-T STRATEGIES W-T STRATEGIES
MINIMIZING YOUR
USE YOUR STRENGTHS
LIST 5-10 THREATS WEAKNESSES AND
TO MINIMIZE OR AVOID AVOIDING THE
THE THREATS THREATS
21. IDENTIFIED PROGRAM AND PROJECTS
REQUIRED
STRATEGIC OPTION PROGRAM/PROJECT TIMELINE
RESOURCES
22. STRATEGIC MANAGEMENT MODEL
STRATEGY FORMULATION
ENVIRONMENTAL MISSION
ANALYSIS
STRATEGY IMPLEMENTATION
OBJECTIVES
EXTERNAL
STRATEGIES
•OPPORTUNITIES
•THREATS PROGRAMS EVALUATION
AND
INTERNAL PROJECTS CONTROL
•STRENGTHS PROCEDURES
•WEAKNESSES
BUDGETS
PERFORMANCE
F E E D B A C K