strategic analysis of the external environment l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Strategic Analysis of the External Environment PowerPoint Presentation
Download Presentation
Strategic Analysis of the External Environment

Loading in 2 Seconds...

play fullscreen
1 / 15

Strategic Analysis of the External Environment - PowerPoint PPT Presentation


  • 416 Views
  • Uploaded on

Strategic Analysis of the External Environment. Kevin Hinde. Aims. we will be examining some of the techniques used by organisations to explore the complex and uncertain external environment over the short, medium and long term. Learning Outcomes.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Strategic Analysis of the External Environment' - paul


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide2
Aims
  • we will be examining some of the techniques used by organisations to explore the complex and uncertain external environment over the short, medium and long term.
learning outcomes
Learning Outcomes
  • Identify a number of techniques for assessing the external environment.
  • Undertake a PESTEL analysis of your organisation and compare it with those from other organisations.
  • Work through a web based assignment on scenario planning
  • demonstrate awareness of the complexities involved in assessing dynamic environments.
why environmental analysis
Why Environmental Analysis?
  • To provide information on emerging issues and trends.
    • to develop networks and partnerships among the scanners and their organisations
    • To educate the participants about the scanning function and about specific issues and trends
  • To provide useful information for the strategy process.

Bryson (1995)

bryson 1995
Bryson (1995)

It is important too that

  • key issues are selected.
  • The issues cycle is understood
      • (i.e. when fundamental policy questions or challenges that affect an organisation, or community’s, mandate, mission and values; product or service level mix; clients, users, or payers; or costs, financing, management or organisational design).
  • Arecord of the process is kept.
porter s five forces model

Potential Entrants

Threat of Entry

Bargaining Power

Competitive Rivalry

Buyers

Suppliers

Bargaining Power

Threat of Entry

Substitutes

Porter's Five Forces Model

Source: Porter (1985)

techniques for determining future trends
Techniques for determining future trends
  • Scenario Planning.
  • The Delphi method.
slide11

1

Choose a Panel of Experts

2

Phrase the questions or issues, or describe the possible futures on which an opinion has to be sought

1a

Consult experts on questions, issues and possible futures to be considered

3

Panelists, individually and anonymously, express their views on the questions or issues, or on the likelihood of the different futures.

4

Results are collate and summarised.

6a

Repeat steps 4, 5 and 6 if necessary to reach consensus.

6b

If necessary, ask those who still hold extreme views to feed in, anonymously, the reasons for their views.

5

Results are fed back to the panelists. No individual views are capable of identification.

6

Panelists submit revised views

The Delphi Technique

Source: Smith (1994) p.67

7

Results are written up, conclusions drawn

auditing the future bryson pps 87 89
Auditing the Future: Bryson (pps. 87- 89)
  • Social and organisational complexity.
  • Privatisation and the consequent interaction among public, private and non-profit organisations.
  • Continuation of technological change.
  • Limited public sector resources and Growth.
  • Diversity of of the Workforce, customer base, and citizenry.
  • Individualism, personal responsibility, and community involvement.
  • Quality of life and environmentalism.
  • Transitions with continuity, not revolution.
public services in 2015

TRENDS

PERCEPTIONS

SCENARIOS

RESOURCE SCARCITY

TECHNOLOGY

COMPETITION

DEMOGRAPHY

ECONOMIC AWARENESS

Re-emphasis on the nature of public service delivery

Re-positioning of public service functions

POLITICAL DYNAMIC

NEW POLITICAL INSTITUTIONS

EUROPE

CONSUMERISM (ANTI-MONOPOLY)

REGULATORY EXPANSION

Scenarios for Public Services: Based on work by past students

Public Services in 2015?
and finally
And Finally...
  • Summary.
  • Have you covered the learning outcomes?
  • Any Questions?