a strategic management & planning toolkit david peacock knowledge services & e-learning...
TRANSCRIPT
A Strategic Management & Planning Toolkit
David Peacock
Knowledge Services & E-Learning Manager
Outline:
• What is Strategy?• Analysing External Drivers: tools to analyse
the organisations external environment.• Analysing Strategic capability: tools to
determine the organisations resources and competencies.
• Analysing the best fit: tools to aid strategic decision making.
What is Strategy?
“Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations.”
- Johnson, Scholes and Whittington.
Strengths & Weakness
Capabilities & Resources
Mission
Opportunities & Threats•Needs of customers & stakeholders
•PEST Forces•Competitors and allies
The FitBest course
of action
What do we want to accomplish?
What are your capabilities?
What is needed
and feasible?
B.W.Barry
(Open University)
Analyse near EnvironmentAnalyse Near Environment
Organisational purposes and
current strategy
Analyse capabilities and resources
Strategic opportunities and threats
Identify alternatives
Strategic decision making
Levels of Strategy
• Corporate-level strategy
• Business-level strategy
• A strategic business unit strategy
• Trust level strategy
• Departmental level strategy
• A divisional strategy
E.g., Library Knowledge Service
Analysing the External environment
• PEST
• Porters five forces
• SWOT
PEST :-
• P - Political / Legal• E - Economic / Financial factors• S – Socio-cultural factors• T - TechnologicalWhat environmental factors are affecting the
organisation?Which of these are the most important at the
present time? Which will be in the next few years?
PEST (Political / Legal) -
The main DOH policy initiatives…..• World class Commissioning/ Practice Based
Commissioning• Darzi review• Role of independent contractors/sicial enterprises• Links to Local Government / Social care• E-Government initiatives• Data Protection & copyright/ FOI• Records management
PEST (Economic / financial)-
• WCC• Practice based commissioning• PBR and the “internal market”• Impact of Independent sector provision• Local overspends & deficits• Government public spending plans• PFI developments
PEST (Socio-cultural factors)
• Consumerism & growth of choice• Development of expert & informed patients• Local population demographics• Growing obesity and poor diets• Lifestyle changes• Changes to family structure - singletonism
PEST – (Technological)
• NPFiT/CfH• ESR and additional functionality• Multi-purpose mobile devices• Digital TV• E-learning and m-learning• Tele-medicine• Computer Mediated Communication (CMC)
Substitutes
buyers
Industry Competitors
Rivalry
Potential Entrants
Suppliers
Porters five Forces model
Threat of new entrantsBargaining power of suppliers Bargaining power
of buyers
Threat of substitute products/ services
Central government
Client vcitizen
Street level public organisations
Professional associationsRelated street
level org.
Adapted five Forces model
Mckevitt, 2000
Suppliers
SWOT
• Strengths
• Weaknesses
• Opportunities
• Threats
Opportunities:- issues to consider
• market developments;
• competitor vulnerabilities;
• political, economic, social and technological trends;
• Unique Selling Points;
• new services; new partnerships;
• and new distribution channels.
Threats:- issues to consider
• political, economic, social and technological trends;
• competitor strengths and intentions;
• new technologies, services, ideas;
• changing customer/client demand;
• sustaining internal capabilities;
• and new obstacles.
Six planning areas
• Service/ product (what are we selling/delivering?)• Process (How are we delivering/selling it?• Customer/Client (Who are we delivering /selling it
to?)• Distribution (How does it reach them?)• Finance/resources (What are the resources,
costs and investments required?)• Administration (and how do we manage all this?)
Analysing internal strategic capability
• Strategic capability – the resources and competencies of an organisation needed for it to survive and prosper.– SWOT– The Value Chain– Benchmarking
Strengths & weaknesses: issues to consider
• Capabilities; resources, assets, people? • Reputation and presence? • Experience and knowledge? • Marketing – reach, distribution, awareness? • Location and geography? • Value, impact and quality of service? • Processes, systems, IT?
• Cultural, attitudinal and behavioural issues?
Benchmarking
• used to compare your services capabilities with similar services in other organisation
• identify issues and problems, and understand what makes others perform “better” than your own service.
-Data or metrics benchmarking
- Process benchmarking
Analysing the “best fit”
• SWOT & PEST Analysis
• Public sector Portfolio matrix
• Maslin Multi-dimensional matrix
SWOT & PEST Analysis
Rising public Expectations
New med. Technologies
Demographic trends
Competitive Market
Capacity for innovation ++ + + + ++
Good links with Social care + 0 + + _
Organisation still defining role 0 0 0 _ _
No financial growth _ _ _ _ _
_
Possible responses on the basis of a SWOT analysis (adapted from
McLaughlin et al).
Attack
“Go for It”
Beware
“Don’t do it”
Explore
“If you have time”
Project
“Watch yourself”
Opportunity
Threat
Strength Weakness
SITUATIOn ORG. CAPABILITY
Public Sector Portfolio matrix
HIGH
LOW
Public Sector Star
(Short waiting times)(Transplants)
(Improved cancer treatments)
Political hot box
(MRSA/infection control)
(Dentists)(New costly drugs)
(Closure of Services)
Golden Fleece
(Community services)
(Ambulance Service)
Back draw issue
(Fertility treatment)
(Mental Health)
HIGH LOWAbility to provide effectively
Public
need,
support
&
funding
attractive-
ness
Maslin Multi-Dimensional Matrix (MMDM)
HIGH
LOW
Mental Health
Oncology
Dental Services
LOW HIGHNeeds or wants of client Group
Level of
Provision