Please enable JavaScript.
Coggle requires JavaScript to display documents.
Systems and strategy - Coggle Diagram
Systems and strategy
Resource consideration
We need to always be taking a realistic position based around the resources that are currently available or those that we believe we can obtain
It is important to ensure that we base our strategic thinking around reality rather than an unachievable vision - this is often referred to as determining an appropriate operational fit
Inputs
People
Who are the key decision makers, who do we rely upon, who are the initiators?
-
-
-
Knowledge
Where does the strategic thinking and planning power reside, who are the real thinkers?
-
Transformation is the point of strategic differentiation from the competition. Every organisation that is successful has its USP
The consumer is at the extreme end of a supply chain, ultimately using the product or service. A customer is simply the next link within a supply chain; that customer's customer might be the consumer or might be yet another customer
What does the transformation look like, how will the customer or consumer recognise the benefits and purpose?
-
-
-
Outputs to the customer or consumer end of the supply chain are the ultimate drivers of value and successful delivery of strategy.
Systems thinking
There is a close relationship between this concept and the systemic thinking aspect of the learning organisation
The fundamental nature of any system is that, at any moment in its existence, it is a structure that is definable with a presumed modus operandi, a recognisable external parameter, an initiating force to enable it to operate and an anticipated outcome or range of outcomes
-
-
-
-
-
SWOT analysis
Many organisations use this model to identify and recognise these different four aspects of their status quo but the real advantage of developing a comprehensive and vibrant SWOT approach to business analysis and review is to understand
-
How the optimal strategic opportunities can be identified and be turned into strengths within the organisation
How the strengths either existing or through realisation of opportunity can be used to mitigate the threats