Business environment e.g. definition, features, characteristics, types; distinctions between culture and organisational environment; key components of organisational environment; organisational environment basics; internal environment e.g. working capacities, employment relations, job satisfaction; external factors e.g. beneficiaries identification, consumer group demands; ways to meet those demands; contractors; stakeholders; shareholders; suppliers; general workforce; competitor success directions; links of influential factors e.g. social, political, technological; organisational commitment e.g. short term, medium and long term; competitor analysis; designing of products or services; influence measurement; organisational environment improvement.
Using a variety of tools to critically analyse external business environment:
Business environment dynamics e.g. definition, characteristics, changes; basics of business environment; organisational environment e.g. benchmark, liability, elasticity, intelligibility, commitment of team, management practices impact; effectiveness and efficiency effects; tools of analysis; threats and opportunities analysis; SWOT (strengths, weaknesses, opportunities, threats) analysis; market analysis, consumer survey; competitor identification; market research; data and information analysis.
Using a variety of tools to critically analyse internal business environment:
Internal organisational environment e.g. definition, types, features and changes; internal management analysis; employee and management review; efficient communication rationale; strength analysis; weaknesses analysis; resource analysis; pricing strategies; strategic drift; product analysis; product life cycle analysis.
To review the position of an organisation in its current market:
Market situation analysis; organisational position measurement; strategic business planning tools; e.g. SWOT (strength, weakness, opportunity and threats) analysis; Porter’s Five Forces Analysis; value chain analysis; Boston growth-share (BCG) matrix; market equilibrium; market share; sustainable competitive advantage.
To analyse the effects of exiting plans on organisation:
Organisational planning effects; organisational agreement between several organisations; communication with stakeholders; organisational planning development; objectives led management; guidelines; action planning; strategic and structure fit; Business Process Re- engineering; performance appraisal; policy development; systems of communication; realignment and focus.
Identify and analyse mandatory competency and competitive advances of an organisation:
Competitive advantage identification; economies of scope and scale; product or service life measurement; internal statistics and surveys; measures for monitoring and evaluating; emergent and unrealised strategy; globalisation effects; resources analysis; mandatory skills and competences; experience curves; comparative analysis.
Discussing relationship between, corporate, business and operational strategies:
Strategic relationships e.g. concepts, application and changing trends; corporate strategies; business strategies; operational strategies; effective communication; strategy formulation; strategic drift; strategic options review; benchmarking; competitor analysis; benefit-cost analysis; information review; organisational value consistency; position in markets; market share; globalisation effect; impacts of technological advancements.
Use various models and tools to develop strategic options for an organisation:
Strategic models, e.g. identification, uses and effectiveness; Mintzberg’s strategies e.g. emergent and deliberate; Ansoff matrix strategies; balanced mandatory card analysis; sensitivity analysis; organisational integration; merger and acquisition; gap analysis; product portfolio.
Analyse and decide strategic and business strategic options:
Strategic options e.g. basics and organisation led applications; potential option review; business ethics; good practices; effective participation of stakeholders; diversity management; organisational environment consideration; awareness raising; objectives settings; strategic alliance; benchmarking; leadership.
Developing appropriate vision, mission and strategic goals for an organisation:
Situational analysis; setting vision and mission targets; understanding organisational values; business environment outlining; conceptualising stakeholders.
Proposing a suitable structure: stakeholders:
identification, role analysis; comprehensive target setting for a business organisation; motivation to participate in strategic planning; strategy formulation; strategy implementation; monitoring and evaluation of stakeholders’ performance.
Developing an agreed strategy plan that addresses all resource implications due to new action plan:
Organisational culture analysis; understanding basic values of a business organisation e.g. cultural, ethical, social, economic, business; SMART (specific, measurable, achievable, realistic, time-based) target selection; resource audit; risk analysis.
Carrying out force field analysis:
Organisational changes e.g. definitions, processes, patterns; the identification of change forces; roles of change forces; factor identification; impact of globalisation.
Using various change management models:
Change management models e.g. identification, selection and use; in order to implement any change in an organisation; Lewin’s Change Management Model; McKinsey 7-S Model; Kotter’s 8 Step Change Model.
Acquiring leadership and change agent skills:
Change agent skills e g, identification, appropriate selection and application; implementing a strategic change in an organisation; right attitude; appropriate knowledge; leadership and skills.
To develop a time schedule for implementation of the plans:
Time requirement for planning implementation; time allocation for planning; time management; time scheduling; planning implementation timetable.
To develop key success factors in order to monitor the implementation of the strategic plan:
Success factors definition; success factors identification; successful strategic plan monitoring; planning implementation; evaluation and monitoring of control system; cascading and dissemination process.
To analyse potential risk:
Risks e.g. definitions, features, identification and relevancies in diverse circumstances; implementation risks; implementation risks avoidance; contingency planning; contingency corrective development; risk preventive actions.