develop goals and objectives evaluate strategic options identify barriers to growth or change. This is a good tool to bring together the external and internal analysis undertaken above. If you use the SWOT analysis as your core tool to pull together your analysis, it is important that each item is clearly defined and understood by all individuals involved in the process. It is important to prioritise each item. When undertaking the next steps: Give priority to strengths/weaknesses that have a high impact on your organisation’s operations and are an advantage/disadvantage in comparison to other providers. Give priority to opportunities and threats that have the highest potential impact on the business and have the highest probability of occurring. The following demonstrates the framework which you could use to consolidate/present the priority strengths, weaknesses, opportunities and threats for your organisation. Discussion and selection of strategic alternatives often takes place in a ‘strategy workshop’ with management and directors. This process will vary based on the size and the magnitude of change your organisation is dealing with. It might be this whole cycle happens within a few weeks for an organisation facing 100 per cent change in business, or over three to four months for an organisation that might have suffered a minor business adjustment. After the strategic workshop prepare a brief three to four page document that encapsulates the outcomes and can act as a platform for writing a more detailed strategic plan (or, if you need to make quick decisions, this document may become your plan). Here are some suggested topics that can be addressed in this type of document: Longer term organisational goals (qualitative and quantitative), possibly in the form of vision, mission and values and key targets (financial and non-financial) for the whole business and each service line. A clear statement of competitive advantage, now and in the future.
develop goals and objectives evaluate strategic options identify barriers to growth or change. This is a good tool to bring together the external and internal analysis undertaken above. If you use the SWOT analysis as your core tool to pull together your analysis, it is important that each item is clearly defined and understood by all individuals involved in the process. It is important to prioritise each item. When undertaking the next steps: Give priority to strengths/weaknesses that have a high impact on your organisation’s operations and are an advantage/disadvantage in comparison to other providers. Give priority to opportunities and threats that have the highest potential impact on the business and have the highest probability of occurring. The following demonstrates the framework which you could use to consolidate/present the priority strengths, weaknesses, opportunities and threats for your organisation. Discussion and selection of strategic alternatives often takes place in a ‘strategy workshop’ with management and directors. This process will vary based on the size and the magnitude of change your organisation is dealing with. It might be this whole cycle happens within a few weeks for an organisation facing 100 per cent change in business, or over three to four months for an organisation that might have suffered a minor business adjustment. After the strategic workshop prepare a brief three to four page document that encapsulates the outcomes and can act as a platform for writing a more detailed strategic plan (or, if you need to make quick decisions, this document may become your plan). Here are some suggested topics that can be addressed in this type of document: Longer term organisational goals (qualitative and quantitative), possibly in the form of vision, mission and values and key targets (financial and non-financial) for the whole business and each service line. A clear statement of competitive advantage, now and in the future.
module9_business_planning_0.docx