The keen faculty of strategy tends to extract and refine tidings by careful survey of situations and assessment before initial or next moves. This paper discusses strategy formulation and correlates its elements of data synthesis, environmental scanning and SWOT analysis. The assemblage of these constituents of strategy formulation presents challenges of solving a jigsaw puzzle for organizational leadership. Theories of strategy or theories of action, within the context of organizational theories generally contain basic assumptions. These theories propose what to look for, what steps to take and what to expect by organizational leadership. Literature on strategy formulation promotes the trio of environmental scanning, data synthesis and SWOT analysis as tool-kit items for strategy formulation. The paper describes and explains the workings of these three components and draw conclusions on their foundational value in the strategic management process. A simulation exercise is designed for senior executives to practice on the application of strategy formulation in real world situations.
Environmental analysis - strategic management - Manu Melwin Joymanumelwin
Why Does the Environment Matter?
First, the environment provides resources that an organization needs in order to create goods and services.
Second, the environment is a source of opportunities and threats for an organization.
Third, the environment shapes the various strategic decisions that executives make as they attempt to lead their organizations to success.
overview on when to use environmental analysis; Assessment of the Internal factors of PANELCO III (management audit, functional departmental areas; organizational core values and illustration of S-W
This presentation is on Environment Scanning In Strategic management
It includes -
Introduction
Need for Environment Scanning
Appraisal of external environment
Dynamics of internal environment
Porter’s Five forces model
BCG Matrix
Porter's Generic Strategies
Value Chain analysis
Types of Adaptive strategies
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
Environmental analysis - strategic management - Manu Melwin Joymanumelwin
Why Does the Environment Matter?
First, the environment provides resources that an organization needs in order to create goods and services.
Second, the environment is a source of opportunities and threats for an organization.
Third, the environment shapes the various strategic decisions that executives make as they attempt to lead their organizations to success.
overview on when to use environmental analysis; Assessment of the Internal factors of PANELCO III (management audit, functional departmental areas; organizational core values and illustration of S-W
This presentation is on Environment Scanning In Strategic management
It includes -
Introduction
Need for Environment Scanning
Appraisal of external environment
Dynamics of internal environment
Porter’s Five forces model
BCG Matrix
Porter's Generic Strategies
Value Chain analysis
Types of Adaptive strategies
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
Presented by Mohammed Said, Philip Osano, Shem Kifugo, Leah Ng'an'ga, Dickson Kaelo, Gordon Ojwang, Patrick Wako, Lucy Njino and Joseph Ogutu at the BEST Project Policy Maker, Practitioner, Community User and Researcher Workshop, Nairobi, 13 August 2013
In this presentation, we will discuss about SWOT analysis concept, required for the various aspects in strategic management and its formulation.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Endpoint Agent Part 2: Monitoring SaaS Apps from AnywhereThousandEyes
Endpoint Agents monitor application experience and network connectivity of SaaS apps like Salesforce and Office 365. Performance data is collected directly from employee laptops and desktops and aggregated so you can understand real-time performance, long-term trends and individual user issues. In Part 2 of this webinar series, we’ll share:
* Metrics you can gather on SaaS performance
* How to report on aggregate performance for an app or location
* How to troubleshoot both office and remote users
Optimizing Network Connectivity to your Data CenterThousandEyes
Talk presented at 451 Research Digital Infrastructure Summit and Uptime Symposium.
Network connectivity is as critical as power. Especially for highly available data centers. Yet many data center operators are at the mercy of their ISPs to deliver their packets. Connectivity is down? File a ticket. New monitoring technologies make it possible to continuously measure the performance and availability of data center network ingress and egress to optimize routes and avoid outages. This session covers:
How to get visibility into data center, WAN and Internet network segments.
Customer examples of availability and performance improvement using data center network monitoring.
Methods for alerting and reporting on data center network connectivity.
STRATEGY FORMULATION: ARTICULATIING VISION, MISSION, VALUES AND STRATEGIC INT...TANKO AHMED fwc
This paper discusses the basis and purpose of strategy formulation and correlates its elements in the pursuit of set vision, mission, values and strategic intent. Theories of strategy or theories of action propose what to look for, what steps to take and what to expect. Corresponding literature on strategy formulation promotes the trio of environmental scanning, data synthesis and SWOT analysis in a tool-kit for articulating vision, mission, values and strategic intent. The paper describes and explains the workings of these three components to draw conclusions on their foundational value in the strategic management process. A simulation exercise is specifically designed for commanding officers to practice on the application of strategy formulation to counter real world challenges.
STRATEGY FORMULATION FOR COMMAND RESPONSIBILITY TANKO AHMED fwc
Command responsibility can be both military or civilian and categorised as policy command, strategic command, operational command, and tactical command. It bears the capacity to issue orders, power of influence, and authority to assign tasks. Strategy tends to collapse across levels in the exercise of command responsibility. This paper discusses the basis and purpose of strategy formulation and correlates its elements in the pursuit of set vision, mission, values and strategic intent.
Strategic management in policy and strategy: A thematic discourseTANKO AHMED fwc
The paper evocates a preceding discussion and illustrates strategic management in relation to the theme of science, technology and innovation for the development of agriculture and agro-allied industry in Nigeria. It paper circumvents conventional scholarly styles in favour of the latest trend in re-thinking strategic management in the 21st century focusing more on result orientation. It identifies the need to strengthen the intent-to-action process with task-focused consistent drive in progressive flow and result orientation by use of will power in a sustained feedback system.
This paper discusses strategy evaluation, review and redesign or the point at which the cycle of strategic management process end and restarts. The complex and contingency nature of this process blends an agenda of resource-based, structure-conduct-performance, agency and other theories. The paper takes the middle course theory of organizational structure-conduct-performance for strategy evaluation, review and redesign. Literature survey on the subject reveals emphasis on ways to simplify and understand the multifarious nature of strategic management process as it projects the trio of evaluation, review and redesign as its driving force. The paper explains the seeming similarities, possible uniqueness and relationship of strategy evaluation, review and redesign to show how the trio functions as rear axles of strategic management process. A simulation exercise is provided to facilitate the application of knowledge skills on strategy evaluation, review and redesign by the NIPSS-PSLC Participants
STRATEGY IMPLEMENTATION: TURNING GREAT STRATEGY INTO GREAT PERFORMANCETANKO AHMED fwc
Strategy in human affairs is vested more in the process of leading following and doing things with specific ends, goal or objects in mind. Great strategies precipitate great performance by means of sound strategic management process including strategy formulation and implementation. This paper discusses the process of turning great strategy into great performance by means of inspiration. The paper seeks to arouse the daring spirit of extraordinary performance founded on sound strategy formulation and implementation. This is in contribution to a thematic course for middle and senior executive on policy, leadership and strategy. The paper also dedicates a simulation exercise to the implementation of new national health policy in Nigeria. The British popular phrase of ‘who dares win’ is captured as the battle cry of the exercise.
Strategic management process involves complex cross-functional relationships of organizational components geared towards attainment of set objectives. It is a veritable tool of strategy for navigating the complexity of applying the tenets of mission and vision of organizations. This paper discusses, explains and relates how leadership of organizations harnesses resources in series of decisions and actions that determine performance and results. The complex and contingency nature of strategic management process blends an agenda resource-based, structure-conduct-performance, agency and other theories. Literature survey on the subject reveals emphasis on ways to simplify and understand the multifarious nature of strategic management process put to work for attainment of common set objectives. The challenge and burden of strategic management process rest on the shoulders of organizational leadership or senior executives charged with decisions and actions. The paper breaks down this process into strategic formulation; strategic implementation; and, strategic evaluation and control. An exercise is designed for senior executives to practice on the workings of strategic management process in groups representing organizational situations.
STRATEGIC MANAGEMENT PROCESS - Featuring Policy-Strategy InterlockTANKO AHMED fwc
Policy and strategy are intimately linked in strategic management process for articulation of mode and techniques of attaining set objectives involving definition or clarification of goals, description of the trends, analysis of conditions, projection of future developments, evaluation and selection of alternatives and; choosing of the preferred options.
STRATEGIC MANAGEMENT PROCESS FOR COMMAND RESPONSIBILITYTANKO AHMED fwc
New trends in strategic management process (SMP) tend to collapse the hierarchical strategy-operation-tactic structure into a virile ecosystem of thinking-planning-action-review. Institutions of higher learning, centres for reflections, and leadership development programme found in places like NIPSS and NDC are resorting to vertical and horizontal expansion to catch up with the cascading trend of blending strategic and operational studies by means of SMP. The NIPSS and NDC as leading strategic level training in Nigeria witness faculty elasticity in curricula and extra-curricular activities, as well as, terrain extension into operational strategy. The NIPSS seeks wider mandate through its Policy Leadership and Strategy Course (PLSC), the Political Parties Leadership and Policy Development Centre (PPLPDC), and other engagements for stronger effect to its flag ship Senior Executive Course; and the NDC is now supported by the Army, Navy and Air War Colleges
ORGANIZATIONAL AND RESOURCE DIMENSIONS IN IMPLEMENTATIONTANKO AHMED fwc
Strategy implementation has resource management as pivotal challenge where planning assumptions faces situational realities of organizations. This paper discusses organizational and resource dimensions in strategy implementation process. It defines and describes the often neglected dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation tend to accommodate an integrative framework for the hierarchy of strategic and managerial decisions and actions. The paper investigates into this literature deficit to enhance the strategic aptitude of middle and higher executives in handling organizational and resource dimensions in implementation. A simulation exercise is designed for participants of the Policy Strategy and Leadership Course to practice on the application of strategy implementation in real world situations.
The Relationship between Performance Measurement Systems and Corporate Strate...inventionjournals
The study identified the effect of performance measurement in corporate strategy formulation processes in Syrian banks. This has been done through a survey of the views of senior management in the banks of the study sample, the study aimed to identify the level of performance measurement and what is the style of measurement used in these banks, in addition to the identification of strategy formulation processes, and the role that provided performance measurement systems for strategy formulation processes in studied banks. In order to achieve these objectives the researcher prepared a questionnaire, has distributed questionnaires on the banks of the study sample, where the study examined two government banks and seven private banks. The distributed questionnaires has reached (147) form, and the recovered (116), which represented the percentage (78.91%) which is acceptable to represent the community of study. The researcher analyzed data using the Statistical Package for Social Sciences (SPSS) and to identify the descriptive statistics for the sample of the study and its characteristics, as well as to prove the validity of hypotheses.
This paper discusses organizational and resource dimensions as basis for strategic control in strategy implementation. It defines and describes the often neglected but dynamic, iterative and complex nature of implementation process in the difficult terrain of actualizing organizational goals. Literature in organizational and management studies often under conceptualizes implementation as plain execution process with implications for inadequacy in strategic context. However, theories of organization, resource management and strategy implementation project an integrative framework for hierarchical and managerial decisions and actions. The paper investigates existing literature deficit and contributes to enhancing the strategic aptitude of middle and higher executives or commanding officers in handling organizational and resource dimensions in implementation as source for strategic control. A simulation exercise is designed for Course Participants to practice on the application of strategy implementation in real world inter-agency challenges.
Unity in diversity is a conceptual formula for showing unity without uniformity along with diversity without fragmentation.
It is used to explain the harmonious unison of a people coming from different religions, cultures or/and environment.
Nigeria was a product of British Colonial empire-building and the emergence of Nation-States.
Plateau State is a product of Nigeria’s nation-building, a sub-set of the former.
The success of Plateau State as a people will translate into the success of Nigeria as a nation.
Elements are abstract parts of any entity depicting its group dynamics. Group or Community elements are what we see in the nature of the people as they relate to their environment .
The Plateau Elements are the qualities that make ‘Plateau the Beautiful’.
Addiction is being abnormally tolerant or strongly dependent to something. A Psychological, Physical or/and Physiological Condition. It is Habit forming especially destructive
Drugs Addiction = Substance Use Disorder
NATIONALINTEREST AND NATIONAL SECURITY IN NATIONAL SECURITY STRATEGYTANKO AHMED fwc
National policies, strategies and programmes are grounded on national interests tied to social, political, economic, and humanitarian processes.
We seek to understand ‘national interest’ in general, in specific relationship with ‘national security’
Issues or elements and events in national interest and national security are reflected in a nation’s security strategy
CONCEPTS, THEORIES AND METHODS IN THE POLITICS OF FRANCOPHONE AFRICA IN THE P...TANKO AHMED fwc
Concepts, theories, and methods project subjects of study beyond mere technical definitions.
They widen views, heighten propositions, and broaden approaches befitting scholastic practices.
The ‘Politics of Francophone Africa’ comprises of three flowing variables of ‘politics’, ‘francophone’ and ‘Africa’
This lecture discusses how to create and use concepts, theories and methods for the course theme.
HISTORICAL BACKGROUND TO POLITCS OF FRANCOPHONE AFRICATANKO AHMED fwc
Modern African political structures and processes were greatly influenced by the continent’s colonial past.
The two major colonial powers in Africa were Britain and France.
The French are known for stringent policies of controlling their colonies and subjects.
POLITICS OF FRANCOPHONE AFRICA: GENERAL INTRODUCTION TANKO AHMED fwc
The modern world is divided into spheres of influence with historical origins from the era of building empires to the age of creating nation-states.
This processed featured the socio-cultural expansion to outreached colonialism by super-powers across the world.
Among the European colonial ‘masters’ is France from which the syntagmatic ‘francophone’ originates.
Policing has completed its natural cycle, originating from a community function to a global network, and now back to base as community or universal policing.
The common phrase of ‘Dan’sanda Abokin Kowa’ (police the friend for all) has transformed into the new ‘Dan’sanda Na Kowa’ (policing for all by all).
The process of policing is intrinsically tied to the primary activities of the People.
The Police are the closest government agents to the community level.
Strategic plans involve the setting of vision, mission, goals and objectives, guided by core values of the organisations.
“… strategic planning should be more about collective wisdom building than top-down or bottom-up planning.”
Aimed at setting priorities, focusing energy and resources, strengthening operations, co-opting and galvanising both internal and external stakeholders in attainment of set goals.
Strategic planning is different from the ordinary ad-hoc planning in which few disconnected projects are identified from time to time for implementation (Imobighe, 2014:2) .
It is integral with a comprehensive vision, in which all the vital elements of its resources including human and material, are effectively engaged towards the promotion of the goals and aspirations of the organisation.
The lack of strategic planning is ruinous to the vision, mission, and values of whatever an organization stands for.
In the highly competitive environment, the Nigerian auto-industry, strategic planning is a ‘do or perish’ process without which survival is very difficult in the face of fierce competition and available ‘alternatives’.
POLICY AND STRATEGY FOR PATRIOTISM, INSTITUTIONS, AND ECONOMIC DEVELOPMENT OF...TANKO AHMED fwc
This work is a child of circumstances originating from the NIPSS stock where individual projects of participants are not only topical but also focused on problem-solving.
SECURITY AND STRATEGIC STUDIES COURSE RECAP ON SSS.pptxTANKO AHMED fwc
The field of security and strategic studies (SSS) is a critical component of political science and international relations in national policies and strategies. SSS serves as a tool for understanding and application of ideas and doctrines in political and social sciences. It is closely associated with national security in nation-building, national development, and the management of national affairs.
THINKING SKILLS FOR GOVERNMENT AND POLITICS.pptxTANKO AHMED fwc
*Social Thinking or Thinking Socially is Perspective Thinking or Consideration for Others.
*Economic Thinking or Thinking Economically is Opportunity Cost Thinking or Providing Choices
*Political Thinking or Thinking Politically is about Power-sharing in Decision-and-Action.
*A Unified or Systems Thinking involves Unity of purpose and consideration for others in making decisions and taking actions.
The challenge of entrepreneurship for individual actualization and group participation in wealth creation, nation-building, and national development is enormous. Members of the Alumni Association of the National Defence College (AANDEC) are unique with knowledge, skill, experience, patriotism, and zeal for business and industry. The AANDEC Consult strives to actualize the AANDEC resolve for '… constructive engagement …' with the larger society.
The challenge of entrepreneurship for individual actualization and group participation in wealth creation, nation-building, and national development is enormous. Members of the Alumni Association of the National Defence College (AANDEC) are unique with knowledge, skill, experience, patriotism, and zeal for business and industry. The AANDEC Consult strives to actualize the AANDEC resolve for '… constructive engagement …' with the larger society.
A PhD External/Oral Defence/Viva
Submitted to the Department of Political Science and International Relations, Faculty of Arts and Social Sciences, Nigerian Defence Academy, Kaduna, in Partial Fulfillment of the Requirements for the Award of PhD in Defence and Strategic Studies.
EFFECTS OF FLOODING ON SOCIO-ECONOMIC DEVELOPMENT: The Case of Jigawa State,...TANKO AHMED fwc
Seen optimistically, flooding could be more of a blessing than a curse especially when it occurs predictably in an area dearth of water resources. This paper describes flooding in its basics, discusses its causes and effects on the socio-economic development of Jigawa State and its people. The paper notes the devastating effects of flood in Jigawa State but also considers what it could have been if it was well-managed. It is assumed that the same flooding would also bring opportunities for socio-economic development against the destruction and miseries. It presupposed that if existing agencies, policies, strategies, and the commitment of the people and governments at all levels are reckoned with, the present equation would be different.
DEVELOPING A PEOPLE’S SECURITY ECOSYSTEM IN A CHALLENGING ENVIRONMENTTANKO AHMED fwc
The paper deploys an analogical approach to the complex topic of developing a people’s security ecosystem centrifugal to the existing national security architecture within a challenging environment. It conceptulises people’s security ecosystem as an adhocratic enhancement to the bureaucratic nature of national security architecture as aspects of national security management and describes the environmental impediments to its development. The paper deploys a system approach in the management process of getting things done by use of resources with the people as core. It views the existing national security architecture as a closed, self-constraint, over-regulated, isolated, restrained, and too bureaucratic against the people’s security ecosystem which is open, extended, flexible, participatory, and adhocratic as it interacts with the environment. The paper argues that the Nigerian security environment is self-afflicted with defective organisational capability, weak interagency synergy, absence of effective communication strategy, and prolonged breakdown in national value re-orientation. The paper attributes the deeply rooted divisive tendencies as precursory to a national psyche in which issues are seen in terms of tribal, ethnic, religious, sectional, and endless highly opinioned dysfunctional conflicts. It establishes the way forward to include the expansion of existing bureaucratic national security architecture to an adhocratic people’s security ecosystem for effective security service delivery. The paper strongly recommends the mass mobilisation of the citizenry, re-organisation of communities, and encouragement of security service entrepreneurship as key approaches to developing a people’s security ecosystem in a challenging environment. Some key suggested implementation strategies range from otherwise neglected civic duties to compulsory community and security service for all able Nigerians.
REMODELING THE POLICE AND POLICING IN NIGERIA: Challenges and Prospects for t...TANKO AHMED fwc
Recent developments including the current community policing programme, the new Police Act, the EndSARS protests, and a supportive Police Trust Fund provide the catalyst for remodeling the Police and policing in Nigeria. This presentation addresses the process of modeling the ideal police officer with particular attention to the challenges and prospects for the Nigeria Police Academy cadet-graduates. The paper discusses the meaning and philosophy of police and policing, and reflects on the work environment within which they operate. It argues that police officers are often on their own in thinking out strategies, planning operations, or calculating tactics. The paper employs the social learning theory to capture the mission, vision, and philosophy of the Academy in producing the ideal police officer for Nigeria. The trendy figurative phrase of ‘the thin blue line’ policing documentary movie is deployed to depict the complex challenges and prospects for the police in society. The paper projects the Police as the force holding back chaos to allow for order and civilisation to thrive; at the same time striving to practice good policing within its enclave. It describes command and leadership acquired by the POLAC cadet-graduates as a necessary tool for wading through the dysfunctional work environment hindering the police and policing in Nigeria. A simulation exercise is specially designed for the POLAC graduating Cadets on how to form a networking platform as preparation for facing the challenges and prospects of a technology-driven world. The presentation summaries key observations for a conclusion, with recommendations and implementation strategies on the way forward.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
STRATEGY FORMULATION: DATA SYNTHESIS, ENVIRONMENTAL SCANNING AND SWOT ANALYSIS
1. STRATEGY FORMULATION: DATA
SYNTHESIS, ENVIRONMENTAL
SCANNING AND SWOT ANALYSIS
BY
TANKO AHMED fwc
Senior Fellow (Security & Strategic Studies)
Research Directorate, NIPSS, Kuru – Jos, NIGERIA
2. A Paper Presented to Participants of the
NIPSS Policy, Strategy and Leadership
Course No. 21 (4th – 29th April 2016)
3. Figure 1: Analogy of Molecular
Modification as Strategy Formulation
S
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J
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4. A Prologue
• The keen faculty of strategy extracts and
refine tidings by careful survey of situations
and assessment before initial or next moves.
• This paper discusses strategy formulation and
correlates its elements of data synthesis,
environmental scanning and SWOT analysis.
• These constituents of strategy formulation
pose challenges of solving a jigsaw puzzle for
organizational leadership.
5. Some Illustrations
• “Strategic formulation will help you fully
uncover your available options, set
priorities for them, and define the
methods to achieve them – Robert J. McKain
(n.d.)
• Strategy formulation is an initial or
ongoing process of perceiving new
position or opportunities which should be
embedded in organizations. – Harvard Business
Review Blog Network (n.d.)
7. Background
• Strategic Formulation employs basic
information, general situation, and close
examination of organizations.
• These three courses of action are often
expressed in terms of data synthesis,
environmental scanning and SWOT analysis.
• All together, the trio represents the tool-kit
items of strategy formulation.
8. Literature Review
• Literature on strategy related issues has
experienced advancement and spread from classical
military operations to contemporary organizational
studies and practice (Mitchell, 2009; Acur & Englyst, 2006; Li,
Guohu & Eppler, 2008; Bordean, et al. 2010).
• Strategy formulation skills and philosophy tend to
uplift, embolden and expand the capacity and
frontier of organizational leadership (Acur & English, 2006;
Li, Guohu & Eppler, 2008; Bordean, et al. 2010).
• Presently, the venture of systematic planning and
execution are deemed as attributes of middle and
higher senior executives of organizations.
9. Literature Milestones
• Acur & Englyst (2006) expound on thinking phases and
generic approaches for organizational strategy formulation
including assessment and success criteria for organizations.
• Li, Guohu & Eppler (2008) demonstrate and review literature
on how to make strategy formulation works for
organizations.
• Mitchell (2009) emphasizes on organizational strategy
formulation as tool for corporate rather than military
operational instrument.
• Bordean (et al. 2010) investigates the application of strategy
formulation to companies as part of contemporary
challenges and opportunities to organizations and
leadership.
10. Gap to Fill
This paper works on correlation of data
synthesis, environmental scanning and
SWOT analysis as components of strategy
formulation.
11. Theorem
• Theories of strategy or theories of action associated
with strategy formulation flow along conceptual
transition overtime (Barney, 1986; Zan, 1990; Porter 1991;
Yarger, 2006; Chamberlin, 2010).
• There is a proposal for an integrative framework for
theory of strategy in managerial decisions and
actions (Barney, 1986; Zan, 1990).
• Also, there has been a long standing progress in the
field with emphasis on dynamic theory of strategy;
and cross-sectional and longitudinal problems in
organizational environment (Porter,1991).
12. A Theoretical Framework
• Yarger (2006) provides theories of action to the 21st
century organizational leadership in his work: ‘The Little
Book on Big Strategy’.
• Chamberlain (2010) reviews past trends and treat left-
over areas including concepts, forces, process and
mechanisms by with strategy can take effect.
• Theories on strategy formulation are inclined to
interactive nature of its components for rational
propositions.
• Theoretical framework for this paper presupposes the
correlation of strategic formulation components of data
synthesis, environmental scanning and SWOT analysis.
13. Problem Statement
• The use of strategy is avail to management process
of organizations in the systematic incorporation of
scientific observations and methods in formulating
plans derived from mission and vision statements.
• Strategy formulation poses prospects as much as
challenges to organizational leadership in the
strategic management process.
• There is the need for middle and higher executives
of organization to be acquainted with the rigours of
conducting the strategy formation process.
14. Points of Inquiry
• To conceptualize strategy formulation and its major
components;
• To itemize and correlate data synthesis,
environmental scanning, and SWOT analysis in
strategy formulation;
• To establish strategy formulation as starting point of
the strategic management process or planning;
• To explain the conduct of strategy formulation as tool
for organizational leadership; and
• To draw conclusion and suggest the way forward for
success and survival of organizations.
16. Strategy
• Strategy focuses on possible courses of decisions
and action utilizing available resources and
determined by environmental influence.
• It is the practice of higher level plans or
leadership in achieving set goals of organizations
under ever changing situations or environments.
• It also involves patterns in streams of decisions
and actions that shape the future into desirable
ends by means of available resources (Mintzberg,
1978; Mintzberg & Quinn, 1996; Kvint, 2009; Freedman,
2013).
17. Strategy Formulation
• Strategy formulation is the task of analyzing the
organization’s internal and external environments,
and selecting or devising appropriate plans or
strategies in setting goals or objectives and ways of
achieving them.
• It involves the establishment or adjustment of
mission and vision statements, environmental
analysis or scanning, setting goals or objectives, and
the ways and means for attainment (Nabradi, n.d;
Mitchell, 2009).
• It is a living document that changes and grows time
or events.
18. Data Synthesis
• Data is a body of factual information assembled for
use in planning, decision making or drawing
conclusions.
• Synthesis refers to result of combination, of
different ideas, influences or data for the purpose
of producing structures or relationships, known as
formulation.
• Data Synthesis combines outcomes from different
assumptions on overall effects of particular
intervention to arrive at clear pattern for decision
and action (Ellerby, 2009; Berg, 2013; Ryan 2013).
19. Environmental Scanning
• Environment is the surrounding influence, settings,
situation, atmosphere, background, conditions or
circumstances which determining the activities or fate
of any given venture.
• Scanning refers to detailed or thorough examination
of the environment for the purpose of extracting
much needed data.
• Environmental Scanning is the systematic process of
close monitoring for environmental signals for use in
strategic decision making, action or formulation of
tasks (Zhang, Majid & Foo, 2010).
20. SWOT Analysis
• SWOT analysis is a veritable instrument or method of
strategic planning use in strategy formulation.
• It evaluates strengths or advantages over others;
weaknesses or disadvantages relative to others;
opportunities or chances for progress; and threats or
causes for concern.
• It is the work room of strategy formulation where
results of data synthesis and environmental scanning
are put together for evaluation.
• It is used to identify and align strategies to available
resources; and capabilities to realities of the
environment.
21. Organizational Leadership
• Organizational leadership is the management
staff that provides inspiration, objectives,
operational oversight and other
administrative services to the organization
often seen in Mission and Vision Statements
(BusinessDictionary.com).
22. Strategic Management Process
• The strategic management process (SMP) is
an objective, logical, systematic and
continuous approach for making major
decisions and taking actions in an
organization (Yousuf, 2016).
• It is defined as a dynamic process of strategy
formulation, implementation, evaluation and
control (Parnell, 2005; David, 2008; Vasile & Iancu,
2009; Vatchkova, 2010; Hill, Jones & Schilling, 2015;
Yousuf, 2016).
24. The Sense in Data
• Data is most crucial in the process of
choosing appropriate courses of action
towards defined goals.
• Strategy formulation relies heavily on data
for planning, decision making and action for
overall effects (Ellerby, 2009).
• Strategic control can only be achieved by
data synthesis in which information is
gathered, refined, applied and reviewed
systematically over time (Ulwick, 1999).
25. Data Synthesis in Strategic Formulation
• Data Synthesis examines and infers relationships
among sources in a clear, obvious and definite
format for useful in strategic formulation.
• It combines information and ideas to create and
develop more ideas, better focus, wider perspective
in an impending strategic formulation cycle.
• Output of data synthesis is useful for core insight,
critical thinking and testing of ideas in making next
moves.
• These turn out good analysis as well as what to do
next in strategy formulation towards set objectives.
27. The Keen Eyes of Strategy
• Strategy requires keen sense, balanced mind,
fast thinking, quick response and accurate
moves.
• Visual thinking improves mental attention
skills associated with environmental scanning
(Bohannon, 2009).
• A corresponding example of the keen eyes of
strategy is seen in the sharp sense and high
aptitude of expert computer gamers.
28. Environmental Scanning in Strategic
Formulation
• As organizational environment increasingly become
uncertain and complex, environmental scanning
enables organizations to detect change and formulate
adaptive strategies (Zhang, Majid & Foo, 2010).
• In strategic sense, environmental scanning is also
about mastering the immediate locality to national,
regional and global surroundings within which the
organization operates.
• It includes scanning strategies, internal factors and
perceived change leading to purposive strategy
formulation.
30. SWOT Analysis in Strategic Formulation
• The process of taking stock of activities requires
thorough examination of internal status and
external context of organizations (Keeley, n.d.).
• SWOT analysis allows organizations to recognize
themselves and their surrounding environments in
order to plan, implement and monitor their
strategies (Hashemi, et al. 2012).
• Strategy formulation is concerned with areas of
strengths or advantages, contributions of external
factors or opportunities, as well as watching for
internal weaknesses and external threats.
32. Strategy Formulation as Leadership
Instrument
• Strategy is “the match an organization makes
between its internal resources and skills and the
opportunities and risks created by its external
environment” (Grant, 2001 p. 114).
• The strategic formulation cycle consisting of
data synthesis, environmental scanning and
SWOT analysis submits to continuous review.
• It is an effective instrument of organizational
leadership for effective and efficient attainment
of mission and vision.
33. Strategy Formulation and
Organizational Performance
• Consensus on objectives or methods and
collaboration amongst management team
members positively relates to organizational
performance (Dess, 2006).
• Leadership has great influence on organizational
performance particular as it relates to strategy
formulation and day to day decision making
actions.
• All these are tied to the cycle of vision, mission
and strategy formulation leading to action plan.
35. Summary
• The paper conceptualizes strategy formulation
and its major components; and discusses and
correlates data synthesis, environmental
scanning, and SWOT analysis in strategy
formulation.
• It establishes strategy formulation as starting
point of the strategic management process or
planning; and explains the conduct of strategy
formulation as tool for organizational
leadership.
36. Conclusion
• The strategy formulation is proposed as a
crucial organizational leadership instrument
of the strategic management process with
illustrations.
• The paper draws conclusions on the
foundational value and contribution of
strategy formulation in the strategic
management process.
37. Recommendations
• It strongly recommends knowledge and skills
on strategy formulation and strategic
management process for middle and higher
executive who constitute organizational
leadership.
• A simulation exercise is designed to practice
on the application of strategy formulation in
real world situations.
38. SIMULATION EXERCISE
Groups of Course Participants are to prepare
Strategy Formulation Schedule for the National
Institute for Policy and Strategic Studies from
the amended Mission and Vision of previous
Exercise.
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