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UNDERSTANDING THE INTERNAL ENVIRONMENT - Coggle Diagram
UNDERSTANDING THE INTERNAL ENVIRONMENT
3.1 UNDERSTANDING KEY STAKEHOLDERS
STEP 1: IDENTIFY STAKEHOLDERS AND THEIR NEEDS
STEP 2: ASSESS ALIGNMENT OF STAKEHOLDER NEEDS
STEP 3: ASSESS THE RELATIVE POWER OF
STAKEHOLDER GROUPS
STEP 4: DEVELOP TECHNIQUES FOR INTERACTING WITH
STAKEHOLDER GROUPS
3.2 ASSESSING CURRENT PERFORMANCE
INTERNAL ANALYSIS AND DATA ANALYTICS
Access to Good Data
Ability to Analyse the Data
Turn Analytic Insight into Commercial Insight
A FRAMEWORK FOR PERFORMANCE ASSESSMENT
3.3 STRATEGIC DRIVERS
INDUSTRY AND MARKETS
CUSTOMERS
PRODUCTS AND SERVICES
The Boston Consulting Group Product Matrix
CHANNELS
COMPETITIVE ADVANTAGE AND GENERIC STRATEGY
Generic Strategy: Differentiation
Generic Strategy: Low Cost
Generic Strategy: Focus
Connecting Innovation and Business Strategy
3.4 OPERATIONAL DRIVERS
EFFECTIVE MEASUREMENT CRITERIA
Common Organisational Performance Measures
COMPETITIVE BUSINESS ENVIRONMENT BENCHMARKS
Benchmarking
THE BALANCED SCORECARD
3.5 PEOPLE AND ORGANISATIONAL DRIVERS
VALUES
INNOVATION AND LEARNING — THE IMPORTANCE OF
LOOKING AHEAD AND MANAGING KNOWLEDGE
3.6 THE ROLE OF RESOURCES AND CAPABILITIES
IN STRATEGY
Identifying Resources
Tangible Resources
Intangible Resources
Human Resources
Identifying Capabilities: the Creation of Organisational Capabilities
by Management
APPRAISING RESOURCES AND CAPABILITIES
Valuable
Rare
Costly to Imitate or Replicate
Non-Substitutable
3.7 COMBINING EXTERNAL AND
INTERNAL ANALYSIS
SWOT ANALYSIS
GAP ANALYSIS
3.8 FURTHER LEADERSHIP AND MANAGEMENT
IMPLICATIONS FOR INTERNAL ANALYSIS