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Understanding the internal environment by Duyen-Tho Nguyen (Strategic…
Understanding the internal environment
by Duyen-Tho Nguyen
Operating Model
Understanding key stakeholders
Identify key stakeholders
Alignment of stakeholder need
Assess stakeholder group by power and interest
Technique for interacting
Strategic Drivers
Product and market:
assessed by market share and growth
Customer:
understand different types of customers
Industry and market:
the organisation's position relative to the industry and market where it is operating
Channels
Sales:
who sell the product
Product:
who physically handle the products
Service:
to support products (installation,etc.)
Competitive advantage and generic strategy
Different
Low cost
Focus
Technological Innovation
Operational Drivers:
measuring performance of operational drivers to demonstrate the organisation meets operational objectives and overal objectives
Shareholder view:
concentrate on financial measures and activities that maximise return for shareholders
Stakeholder view:
more complex measuares.
i. what measures for each shareholder groups
ii. How to balance the performance between them
iii. Any conflict, what the organisation do?
Effective measurement criteria:
i. help management develop and implement strategies
ii. support decision making; iii. motivate ppl; iv. communication
Competitive business environment benchmark
i. At one point of time
ii. Over periods of time
Benchmaking:
compared with competitor or internally
The balanced scorecard
Finance
Internal process
Customer
Learning and growth
People and organization drivers
Values:
important to processes and performance
Capabilities
Resource + capalities (to use resource)
-> undertake activities; tangible/ intangible
Strategic capabilities:
a resource/ capabilities, and:
i. value
ii. rare
iii. costly to imitate/ replicate
iv. non-substituable
Innovation & learning:
learning must take place to make innovation happen
Big data
Importance
Challenges
Concern and difficulties
Qualitative analysis
SWOT
GAP
Extended SWOT
Assessing current performance:
-> to drive future strategic opportunities
2. Operational Drivers:
what are the core activities we must do well?
3. People and organisational Drivers:
how do we encourage, motivate and fulfill the needs of our people?
1. Strategic Drivers:
what differentitate us from competitors