Reference no: EM133011146
QUESTIONS - Strategic Planning and Direction module
Strategic Planning Scenario
Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario:
You are a senior manager within a large organisation.
Your role is to provide the organisation with the strategic vision of this business unit that meets organisational objectives.
Task 1
1.1 : Critically evaluate the strategic aims and objectives of your organisation. You may wish to consider qualitative and or quantitative testing, or alignment Congruence modelling. Evaluate the theoretical underpinning approaches that have been adopted towards evolving strategic plans and planning activities.
1.2 : Determine an option, by an established strategic options model of your choice with due reference. You may wish to assess the value of that model, with its ‘fitness for purpose.'
1.3 : Critically evaluate the impact of stakeholders within strategic plan and its planning horizon. The deployment of a suitable stakeholder concept may be considered; also, stakeholder mapping that has a strategic focus embedded in the mapping.
Task 2 - 700 words
2.1 : Critically identifies and evaluates possible strategic directions that may be taken to meet strategic aims and merge with the organisations stated missions. The evaluation may take into account macro and micro environmental constraints as appropriate for your purposes, as well as prevailing market conditions and competitor actions and perceived counter actions.
2.2 : Determine and assess the feasibility of the options to meet and maximise on efficiency and effectiveness requirements. Keeping the planning horizon in focus, for your inclusions.
2.3 : Determine the preferred strategic direction and conduct a risk assessment on the chosen strategies clearly addressing identified problems and constraints.
Task 3 - 400 words
3.1 : Explore the internal organisational factors, risk, culture, change activities, structure, nature of the business, factors of future business intentions as well as external factors as deemed appropriate to meet your needs. Place under critical review these factors; it is advised that you underpin this critical review with authenticated, tools, techniques methodologies and concepts as is appropriate.
3.2 : Planning review, control and monitoring is an essential feature of strategic planning activities. For this task you are required to consider the time lines, activities, possible budgetary factors, and key scheduled activities. Determine how these mile stone events will be help under close monitoring, control, justifying the quality and suitability of the review mechanisms to be used throughout the implementation cycle.
3.3 : Conduct an impact / risk analysis on the effects of the strategic activity endeavours on the organisations stated strategic objectives. You may if you wish keep in focus the full hierarchy of corporate objectives, where value can be derived for your purposes.
Strategic Direction Scenario
Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario: -
You are a manager at a medium sized organisation. You have been asked to review your organisational strategic plan to establish if suitable progress is being made to meet the organisation's strategic objectives. Analysis of internal and external factors affecting the plan is part of your remit and it has been suggested you examine options to meet the plan which are more effective and cost efficient. From your analysis you need to justify your recommendations and so, valid and realistic options need to be produced.
If you will be using the scenario please select and research an organisation of your choice with regards to their strategic plan. Provide details of your research and a short summary of the information you have found in order that the assessor may contextualise your responses to the tasks below. The summary is expected to be between 200 and 250 words.
Task 1 - 450 words
1.1 : Critically analyse the current strategic aims and objectives of your chosen scenario / organisation, you may wish to consider the fuller hierarchy of objectives, within your critical analysis, enable greater detection of misalignment. Use techniques and modelling to underpin your critical analysis, where feasible.
1.2 : Decompose your organisational strategy into logical component parts, it is likely that each functional area will have their own customized strategies and tactics; it is within this sphere that misalignment often occurs. Not all component parts of the strategy will have the same value or level of risk; this may be considered in your analysis.
1.3 : Critically conduct an environmental scan focused on environmental factors in the short and medium term, short being up to one year, longer term being up to three years.
Task 2 - 350 words
2.1 : Conduct an audit customised for the purpose of signposting the activities within the processes of working towards existing strategic aims and objectives. Embed diagnostic tools from across the business domain to add validity and confident in the auditing activity.
2.2 : Identify ten stakeholders connected with the organisation and evaluate their expectations. Undertake stakeholder mapping to analyse the power and influence they have upon the organisational strategy. Strategic Stakeholder Tooling is recommended for this task.
2.3 : Evolve a strategic positioning map or tool(s) to enable critical analysis of the business processes and activities towards the achievement of the current strategic posit.
Task 3 - 350 words
3.1 : Deploy strategic options tools to support the critical evaluation of your identified range of strategic options in the short and medium term. Conduct critical analysis of the value of your chosen tools, together with suitable criteria for the selection of use of such tools. Supporting factors may be such factors as profit, core competencies, quality, competitive factors and business processes.
3.2 : Determine and justify the evolved strategic option(s) and assess its suitability in contributing to meeting any revised strategic posit.
Attachment:- Strategic Planning and Direction module.rar