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Mastering Strategic Consulting

Mastering Strategic Consulting

Part 1) A critical review of the current strategic position of an organisation of your choice,
reflecting on past and current antecedent activities and providing an analysis of emergent
strategies and/or strategic perspectives. (Approximately 45% of the proposal.)
In effect, this means an analysis of the industry the organisation operates in, and an analysis of the
position of the organisation in the industry. You need as much hard data as you can get. This section should form the main part of your proposal. Divide Part 1 into two elements:
a) Analysis of the industry (the industry that the organisation operates in):
– industry boundaries (it is not always straightforward to define the industry the potential
client organisation operates in)
– PESTLE
– five forces
– analysis of key players (a competitor analysis)
– KSFs (key success factors) needed to be successful in the industry
– industry status (is it growing, stable, in decline, evolving, profitable)
b) Analysis of the organisation:
– brief history of previous changes that the organisation has made to address changes in the
industry, and the changes that have been made to the organisation’s mission and strategies.
(What changes has the organisation made in the past to fit better with external changes in
the industry?)
– current situation, for example:
– stated mission
– stated vision and current plan/ploy
– position in industry value chain
– brand, reputation among customers
– outline of the main company structure
– products and services, and the value proposition offered to customers
– customers, segments served
– main competitors, competitive position (cost, differentiation, broad/narrow focus, blue
ocean) and % of market held
– organisational culture
– performance (profitability, and/or mission achievement)
The above is a long but not complete list of concepts and tools you should consider using; you may
use other concepts and tools as well.
Some of the above may be answered in a single sentence, while others may be worth paying more
attention to. It is your job to determine the most appropriate structure of the analysis and the
degree of detail to go into. Your choice will be based on the hard data you have readily available to
you and what you believe will convince the client to engage further with you.
The assignment requires you to take a ‘critical’ approach. This means you should:
– weigh up the quality of the data you have available to you before reaching any conclusions
– identify when the data is conflicting, and use your judgement to reach a considered
conclusion
– evaluate the potential client organisation’s performance – for example, to what extent is it
meeting its mission? To what extent is it creating value? How does it compare with
competitors? Are its strategies working? Answering these questions requires sensitivity.
You might think that your client will know all of the above. Maybe they will know a lot, but often
they will have the knowledge but they will not have organised it to turn knowledge into
understanding. You, as the potential consultant, can help them a) by organising all the bits and
pieces into a clear and coherent view of the organisation and the world it operates in, and b) by
bringing some fresh insight or new knowledge. (Look at the Belbin team roles – a strategic
consultant is often expected to be a resource investigator and plant –
https://www.belbin.com/about/belbin-team-roles/ )
Part 2a) A critical analysis (using a method, or methods, of your choice) of the organisation’s
strengths, weaknesses, opportunities and threats and the determination of possible strategic
options for the future direction of the organisation. You should justify any recommendation for
strategic posture(s). (Approximately 25% of the proposal.)
You might as well use the SWOT/TOWS matrix. If you have done a thorough analysis of the industry and the organisation in Part 1, you will have much of the data needed to fill in the SWOT.
Remember, if there are gaps in your knowledge or you have uncertainties, you must say so.
Do some reading about how to produce an effective SWOT/TOWS to make sure you don’t make the
usual mistakes. You must avoid producing a long list of factors. You must identify the ‘critical few’
factors that are the most important and urgent, perhaps following the 80/20 Pareto rule, and you
must prioritise.

In the field of administration, proper managing necessitates the formula and implementation of your main objectives and endeavours undertaken by an organization’s leading managers on the part of proprietors, based upon factor of resources along with an evaluation of your internal and external surroundings when the business runs.[1][2][3][4] Strategic managing offers general path for an organization and requires specifying the organization’s targets, creating guidelines and offers to achieve those objectives, after which allocating resources to put into action the strategies.[5] Academics and rehearsing managers have designed numerous types and frameworks to assist in tactical decision-generating within the context of complicated environments and very competitive dynamics.[6] Proper control will not be stationary naturally the types often[quantify] include a feedback loop to check setup and also to inform the subsequent spherical of organizing.[7][8][9]

Michael Porter identifies three principles underlying strategy:[10]

developing a “unique and important [market] place” producing trade-offs by deciding on “what to refrain from doing” developing “fit” by aligning business actions with one other to back up the picked method Company strategy requires responding to an integral concern coming from a stock portfolio point of view: “What organization should we stay in? ” Organization strategy consists of addressing the issue: “How shall we compete in this business? “[11][12]

Control idea and exercise often create a difference between proper management and working managing, with working management worried primarily with boosting efficiency and controlling charges throughout the restrictions establish from the organization’s strategy. Technique is identified as “the determination in the fundamental long-term desired goals of an organization, and the adoption of courses of activity and the allocation of solutions essential for doing these objectives.”[13] Methods are established setting path, concentrate energy, define or make clear the corporation, and offer regularity or advice responding for the environment.[14]

Strategic control involves the associated concepts of strategic preparing and strategic considering. Strategic preparing is analytical by nature and identifies formalized procedures to produce the info and analyses employed as inputs for ideal contemplating, which synthesizes the info leading to the technique. Ideal preparation may also reference manage components utilized to put into practice the strategy once it is actually established. Put simply, tactical preparation happens throughout the tactical pondering or approach making action.[15]

Ideal control is usually identified as concerning two significant operations: formulation and setup of technique. While described sequentially under, in reality both functions are iterative with each provides enter for your other.[15]

Formula Formula of strategy consists of analyzing environmental surroundings in which the business works, then producing several ideal decisions about how precisely the business will compete. Formulation stops with a series of targets or objectives and steps for that organization to pursue. Environment examination consists of the:

Distant exterior environment, including the politics, economic, interpersonal, scientific, authorized and environment landscape (PESTLE) Business atmosphere, for example the competitive actions of competitor businesses, the negotiating potential of consumers/consumers and suppliers, threats from new entrants for the sector, along with the capability of purchasers to replace products (Porter’s 5 pushes) and Internal environment, regarding the pros and cons of your organization’s solutions (i.e., its people, operations and yes it techniques).[15] Strategic choices are based on information from your environmental evaluation and are replies to ideal questions on just how the organization will compete, such as:

Just what is the organization’s company? Who seems to be the marked client to the organization’s products? Where are the customers and exactly how will they acquire? What is regarded as “value” on the client? Which enterprises, products and services should be included or excluded through the stock portfolio of choices? What is the geographic range in the business? What separates the organization from its competitors in the view of customers as well as other stakeholders? Which abilities and capabilities ought to be created within the organization? Do you know the important prospects and hazards to the organization? Just how can the business increase, through both its basic enterprise and business? How can the company generate a lot more worth for investors? [15][16] The answers to these and a lot of other strategic queries result in the organization’s technique and several distinct short-word and long-term goals or aims and related steps.[15]

Implementation The next main procedure for strategic managing is setup, which involves selections regarding exactly how the organization’s assets (i.e., folks, procedure and it also techniques) is going to be aligned and mobilized towards objectives. Execution brings about exactly how the organization’s resources are structured (including by service or product or geography), control agreements, interaction, rewards, and keeping track of elements to track advancement towards objectives, amongst others.[15]

Operating the everyday procedures of your organization is often referred to as “operations managing” or distinct terminology for important departments or capabilities, such as “logistics administration” or “advertising administration,” which take control once tactical managing judgements are integrated.[15]

Definitions Strategy has become practiced whenever an advantage was acquired by planning the series and the right time in the deployment of sources while simultaneously taking into account the possible features and habits of competition. Bruce Henderson[17] In 1988, Henry Mintzberg explained the many different explanations and viewpoints on technique reflected both in scholastic analysis and also in exercise.[18][19] He examined the proper process and concluded it absolutely was much more substance and volatile than men and women possessed imagined. Due to this, he could not point out one procedure that might be named ideal preparing. Instead Mintzberg concludes that we now have five types of tactics:

Approach as strategy – a aimed plan of action to obtain an intended group of desired goals just like the ideal planning principle Method as pattern – a consistent routine of prior behavior, using a method recognized over time as an alternative to organized or meant. Where understood routine was distinctive from the purpose, he described the technique as emergent Technique as situation – finding companies, products, or companies in the market place, in accordance with the conceptual structure of clients or other stakeholders a method established primarily by variables beyond the company Strategy as tactic – a certain maneuver designed to outwit a competitor and Method as perspective – carrying out strategy based on a “idea in the enterprise” or natural extension of the way of thinking or ideological standpoint of the company. In 1998, Mintzberg produced these five types of administration method into 10 “schools of thought” and arranged them into three groups. The first group of people is normative. It is made up of the colleges of informal style and conceiving, the official organizing, and logical positioning. The second team, consisting of six colleges, is a lot more concerned with how proper control is definitely accomplished, as opposed to prescribing ideal programs or placements. The six colleges are entrepreneurial, visionary, intellectual, studying/adaptive/emergent, negotiation, corporate customs and enterprise atmosphere. The 3rd and final group is made up of one college, the design or change college, a hybrid of the other educational institutions arranged into phases, company life periods, or “episodes”.[20]

Michael Porter identified approach in 1980 as being the “…extensive formula based on how a business will remain competitive, what its goals needs to be, and what policies will likely be needed to execute those targets” along with the “…mix of the ends (targets) in which the organization is attempting and also the means (insurance policies) through which it can be wanting to get there.” He ongoing that: “The substance of making aggressive approach is relating a company to its setting.”[21]

Some complexness theorists establish approach because the unfolding of the external and internal elements of the business that brings about activities in the socio-financial context.