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evaluating strategy - Coggle Diagram
evaluating strategy
Suitability
Ranking
Screening through scenarios
Screening for bases of competitive advantage
Decision trees
Life cycle analysis
Organizing and strategy
organisational structures
Structural Types
Project-based structures
Multinational/transnational structures
transnational structure
specialisation
network management
knowledge-sharing
International divisions
Local subsidiaries
Global product divisions
The matrix structure
The divisional structure
The functional structure
Systems
planning systems
strategic planning style
The financial control style
The strategic control style
Cultural systems
Selection
Reward
Socialisation
Performance targeting systems
Market systems
Configurations and Adaptability
Agility and resilience
The McKinsey 7-Ss
Staff
Skills
Style
Superordinate goals
structure
strategy
system
Organisational Performance
Performance measures
Economic
Effectiveness
Performance comparisons
Organisational targets
Trends over time
Comparator organisations
gap analysis
Complexities of performance analysis
Acceptability
Risk
Break-even analysis
Financial risk
Sensitivity analysis
Return
Financial analysis
Shareholder value analysis
Cost–benefit
Benefits
Construction cost
Real options
Reaction of stakeholders
Feasibility
Financial feasibility
People and skills
Integrating resources
Strategy Development Processes
Deliberate strategy development
The role of the strategic leader
Corporate-level planning
Strategic leadership as command.
Strategic leadership as vision
Strategic leadership as decision making
Externally imposed strategy
Strategic planning systems
Financial and strategic targets
Corporate-level planning
Business-level planning
Initial guidelines
emergent strategy development
Logical incrementalism
Environmental uncertainty
General goals
Experimentation
Strategy as the outcome of political processes
Strategy as the product of structures and systems