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Strategic Analysis

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Organization Name

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1© 2018 Knapp Consulting | version 2018.01 KarlKnapp.com

Table of Contents


Executive SummaryInsert executive summary here that summarizes the key conclusions of the analysis.


Current SituationCurrent PerformanceHow did the organization perform in the past year overall in terms of its key metrics (e.g. return on investment, market share, profitability)?

Results Score Target % to Target Industry

Key metric 1 10,000 11,000 90.9% 12,000 Key metric 2 x,xxx x,xxx xx.x% x,xxx Key metric n x,xxx x,xxx xx.x% x,xxx

Note on scoring: score is the actual result, target is the goal set by the organization, % to target = score/target, industry is the industry average.

Strategic Posture

Current MissionInsert the organization’s current mission here.

Current ObjectivesInsert the organization’s current key objectives here.

Current StrategiesInsert the organization’s current main strategies here.

Current Primary Products & ServicesInsert the organization’s current primary products and services here.

Current Primary Market SegmentsInsert the organization’s current primary market segments here.

Consistencies / InconsistenciesCommentary on the consistencies and/or inconsistencies among and between the mission, objectives, strategies, products, services and market segments


Corporate GovernanceBoard of Directors

1. Who is on the board? Are they internal (employees) or external members?2. Do they own significant shares of stock?3. Is the stock privately held or publicly traded? Are there different classes of stock with different voting

rights?4. What do the board members contribute to the organization in terms of knowledge, skills,

background, and connections? If the organization has international operations, do board members have international experience? Are board members concerned with environmental sustainability?

5. How long have board members served on the board?6. What is their level of involvement in strategic management? Do they merely rubber stamp top

management’s proposals or do they actively participate and suggest future directions? Do they evaluate management’s proposals in terms of environmental sustainability?

Degree of Board Involvement in Strategic Management

Key Strengths and/or Weaknesses from Corporate GovernanceList the key areas of strength and areas of weakness as a result of the corporate governance.

Key Governance Strengths Key Governance Weaknesses


PhantomNever knows what to do, if anything; no degree of involvement

Rubber StampPermits officers to make all decisions. It votes as the officers recommend on action issues.

Minimal ReviewFormally reviews selected issues that officers bring to its attention.

Nominal ParticipationInvolved to a limited degree in the performance or review of selected key decisions, indicators, or programs of management.

Active ParticipationApproves, questions, and makes final decisions on mission, strategy, policies, and objectives. Has active board committees. Performs fiscal and management audits.

CatalystTakes the leading role in establishing and modifying the mission, objecrtives, strategy and policies. It has a very active strategy committee.

Internal Environment: Strengths and Weaknesses (SWOT)Malcolm Baldrige AwardSummarize the key areas of strengths and weaknesses from the assessment

Key Strengths Key Weaknesses1.1 Senior Leadership

1.2 Governance & Social Responsibility

2.1 Strategy Development

2.2 Strategy Implementation

3.1 Voice of the Customer

3.2 Customer Engagement

4.1 Measurement, Analysis & Improvement

4.2 Knowledge Management, Information & IT

5.1 Workforce Environment

5.2 Workforce Engagement

6.1 Work Processes

6.2 Operational Effectiveness

7.1 Student Learning & Process Results

7.2 Customer Focused Results

7.3 Workforce Focused Results

7.4 Leadership & Governance Results

7.5 Budgetary, Financial &


Market Results

CultureOrganizational culture is “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems” - Edgar Schein (1985)

Current Culture (Hofstede’s Assessment)1 2 3 4 5

Results – concern for goals Process – concern for meansJob – concern for completing the job Employee – concern for peopleProfessional – employees derive identity from their type of job

Parochial – employees derive identity from the organization

Closed – closed and secretive Open – open and welcomingTight Control – lots of structure Loose Control – little structurePragmatic – market driven Normative – sacred rules

Culture DescriptionProvide a qualitative description of the current organizational culture. What are key aspects of the culture?

Levels of CultureArtifactsDescribe the key artifacts of the current culture that contribute significantly to how the organization functions. These include the architecture of its physical environment, its language, and its style as embodied in clothing manners of address, emotional displays, myths and stories told about the organization, published lists of values, observable rituals and ceremonies, and so on. This level also includes the visible behavior of the group and the organizational processes into which such behavior is made routine. NormsDescribe the norms of the current culture. Norms include the “behaviors and attitudes that the members of a group or organization pressure one another to follow that are not written but are transmitted from one generation of employees to another by stories, rites, rituals, and particularly, sanctions that are applied when anyone violates a norm”ValuesDescribe the key values of the current culture.AssumptionsDescribe the key assumptions that drive the current culture.

Strength of CultureDescribe the level of agreement among organizational members on the culture. A strong culture is one where almost all members agree on the elements of the culture. A weak culture is one where agreement on the cultural elements vary to a significant degree.


Sub-CulturesCulture can vary between organizational units or members of various roles/professionals in an organization. Are there certain sub-groups in the organization who have a distinctive culture? Which groups? How is their culture different from the overall organization?

Culture Assessment1. Is there a well-defined or emerging culture composed of shared beliefs, expectations,

and values?2. Is the culture consistent with the current objectives, strategies, policies and programs?3. What is the culture’s position on environmental sustainability?4. What is the culture’s position on other important issues facing the organization (that is,

on productivity, quality of performance, adaptability to changing conditions, and internationalization)?

5. Is the culture compatible with the employees’ diversity of backgrounds?6. Does the company take into consideration the values of the culture of each nation in

which the firm operates?

Key Strengths and/or Weaknesses from CultureList the key areas of strength and areas of weakness as a result of the culture.

Key Cultural Strengths Key Cultural Weaknesses

Organizational Structure1. How is the organization structured at present?

a. Is the decision-making authority centralized around one group or decentralized to many units?

b. Is the organization organized on the basis of functions, projects, geography, or some combination of these?

2. Is the structure clearly understood by everyone in the organization?3. Is the present structure consistent with current organizational objectives, strategies,

policies and programs, as well as with the firm’s international operations?4. In what ways does this structure compare with those of similar organizations?

Key Structural Strengths Key Structural Weaknesses

Organizational ResourcesMarketing1. What are the organization’s current marketing objectives, strategies, policies, and programs?

a. Are they clearly stated or merely implied from performance and/or budget?b. Are they consistent with the organization’s mission, objectives, strategies, and policies and with

internal and external environments?


2. How well is the organization performing in terms of analysis of market position and marketing mix (that is, product, price, place, and promotion) in both domestic and international markets? How dependent is the organization on a few customers? How big is its market? Where is it gaining or losing market share? What percentage of sales comes from developed versus developing regions? Where are current products in the product life cycle?

a. What trends emerge from this analysis?b. What impact have these trends had on past performance and how might these trends affect

future performance?c. Does this analysis support the organization’s past and pending strategic decisions?d. Does marketing provide the company with a competitive advantage?

3. How well does the organization’s marketing performance compare with that of similar organizations?4. Are marketing managers using accepted marketing concepts and techniques to evaluate and improve

product performance? (Consider product life cycle, market segmentation, market research, and product portfolios.)

5. Does marketing adjust to the conditions in each country in which it operates?6. Does marketing consider environmental sustainability when making decisions?7. What is the role of the marketing manager in the strategic management process?

Key Marketing Strengths Key Marketing Weaknesses

Finance1. What are the organization’s current financial objectives, strategies, policies and programs?

a. Are they clearly stated or merely implied from performance and/or budgets?b. Are they consistent with the organization’s mission, objectives, strategies, and policies and with

internal and external environments?2. How well is the organization performing in terms of financial analysis? (Consider ratio analysis, common

size statements, and capitalization structure.) How balanced, in terms of cash flow, is the company’s portfolio of products and businesses? What are investor expectations in terms of share price?

a. What trends emerge from this analysis?b. Are there any significant differences when statements are calculated in constant versus reported

dollars?c. What impact have these trends had on past performance and how might these trends affect

future performance?d. Does this analysis support the organization’s past and pending strategic decisions?e. Does finance provide the company with a competitive advantage?

3. How well does the organization’s financial performance compare with that of similar organizations?4. Are financial managers using accepted financial concepts and techniques to evaluate and improve

current organizational and divisional performance? (Consider financial leverage, capital budgeting, ratio analysis, and managing foreign currencies.)

5. Does finance adjust to the conditions in each country in which the organization operates?6. Does finance cope with global financial issues?7. What is the role of the financial manager in the strategic management process?

Key Finance Strengths Key Finance Weaknesses


Research and Development (R&D)1. What are the organization’s current R&D objectives, strategies, policies and programs?

a. Are they clearly stated or merely implied from performance or budgets?b. Are they consistent with the organization’s mission, objectives, strategies, and policies and with

internal and external environments?c. What is the role of technology in organizational performance?d. Is the mix of basic, applied, and engineering research appropriate given the organization mission

and strategies?e. Does R&D provide the organization with a competitive advantage?

2. What return is the organization receiving from its investment in R&D?3. Is the organization competent in technology transfer? Does it use concurrent engineering and cross-

functional work teams in product and process design?4. What role does technological discontinuity play in the organization’s products?5. How well does the organization’s investment in R&D compare with the investments of similar

organizations? How much R&D is being outsourced? Is the organization using value-chain alliances appropriately for innovation and competitive advantage?

6. Does R&D adjust to the conditions in each country in which the company operates?7. Does R&D consider environmental sustainability in product development and packaging?8. What is the role of the R&D manager in the strategic management process?

Key R&D Strengths Key R&D Weaknesses

Operations and Logistics1. What are the organization’s current manufacturing/service objectives, strategies, policies and programs?


internal and external environments?2. What are the type and extent of operations capabilities of the organization? How much is done

domestically versus internationally? Is the amount of outsourcing appropriate to be competitive? Is purchasing being handled appropriately? Are supplies and distributors operating in an environmentally sustainable manner? Which products have the highest and lowest profit margins?

a. If the organization is product-oriented, consider plant facilities, type of manufacturing system (continuous mass production, intermittent job shop, or flexible manufacturing), age and type of equipment, degree and role of automation and/or robots, plant capacities and utilization, productivity ratings, and availability and type of transportation.

b. If the organization is service-oriented, consider service facilities (hospital, theater or school buildings), type of operations systems (continuous service over time to the same clientele or intermittent service over time to varied clientele), age and type of supporting equipment, degree and role of automation and use of mass communication devices (diagnostic machinery, video machines), facility capacities and utilization rates, efficiency ratings of professional and service personnel, and availability and type of transportation to bring service staff and clientele together.

3. Are manufacturing or service facilities vulnerable to natural disasters, local or national strikes, reduction or limitation of resources from suppliers, substantial cost increases of materials, or nationalization by governments?

4. Is there an appropriate mix of people and machines (in manufacturing firms) or of support staff to professionals (in service firms)?


5. How well does the organization perform relative to the competition? Is it balancing inventory costs (warehousing) with logistical costs (just-in-time)? Consider costs per unit of labor, material, and overhead; downtime; inventory control management and scheduling of service staff; production ratings; facility utilization percentages; and number of clients successfully treated by category (if service firm) or percentage of order shipped on time (if product firm).


future performance?c. Does this analysis support the organization’s past and pending strategic decisions?d. Does operations provide the organization with a competitive advantage?

6. Are operations managers using appropriate concepts and techniques to evaluate and improve current performance? Consider cost systems, quality control and reliability systems, inventory control management, personnel scheduling, TQM, learning curves, safety programs, and engineering programs that can improve efficiency of manufacturing or of service.

7. Do operations adjust to the conditions in each country in which it has facilities?8. Do operations consider environmental sustainability when making decisions?9. What is the role of the operations manager in the strategic management process?

Key Operational Strengths Key Operational Weaknesses

Human Resources Management (HRM)1. What are the organization’s current HRM objectives, strategies, policies, and programs?


internal and external environments?2. How well is the organization’s HRM performing in terms of improving the fit between the individual

employee and the job? Consider turnover, grievances, strikes, layoffs, employee training, and quality of work life.


future performance?c. Does this analysis support the organization’s past and pending strategic decisions?d. Does HRM provide the organization with a competitive advantage?

3. How does this organization’s HRM performance compare with that of similar organizations?4. Are HRM managers using appropriate concepts and techniques to evaluate and improve organizational

performance? Consider the job analysis program, performance appraisal system, up-to-date job descriptions, training and development programs, attitude surveys, job design programs, quality of relationships with unions, and use of autonomous work teams.

5. How well is the organization managing the diversity of its workforce? What is the organization’s record on human rights? Does the company monitor the human rights record of key suppliers and distributors?

6. Does HRM adjust to the conditions in each country in which the company operates?7. What is the role of outsourcing in HRM planning?8. What is the role of the HRM manager in the strategic management process?

Key HR Strengths Key HR Weaknesses


Information Technology (IT)1. What are the organization’s current IT objectives, strategies, policies, and programs?


internal and external environments?2. How well is the organization’s IT performing in terms of providing a useful database, automating routine

clerical operations, assisting managers in making routine decisions, and providing information necessary for strategic decisions?


future performance?c. Does this analysis support the organization’s past and pending strategic decisions?d. Does IT provide the organization with a competitive advantage?e.

3. How does the organization’s IT performance and stage of development compare with that of similar organizations? Is it appropriately using the Internet, intranet, and extranets?

4. Are IT managers using appropriate concepts and techniques to evaluate and improve organizational performance? Do they know how to build and manage a complex database, establish Web sites with firewalls and virus protection, conduct systems analyses, and implement interactive decision support systems?

5. Does the organization have a global IT and Internet presence? Does it have difficulty with getting data across national boundaries?

6. What is the role of the IT manager in the strategic management process?

Key IT Strengths Key IT Weaknesses


Core Competencies of the Organization Of all the strengths, which are core competencies?

Core Competencies – The things that the organization does exceedingly well1. List core competencies here2.

Distinctive Competencies of the OrganizationDistinctive Competencies are core competencies that it does better than the competition.

Distinctive Competencies Value Rarity Imitability Organization Score

1. List distinctive competencies here 4.0 2.0 4.0 3.0 24.02.

Note on scoring: value 1-5, 5=provides major competitive advantage; rarity 1-5, 5=competitors do not possess it; imitability 1-5, 5=costly or difficult to imitate; organization 1-5, 5=organization fully equipped to take advantage of the competency.

Which of these factors pass the VRIO test (Barney) and are the most important to the organization and to the industries in which it competes at the present time or those which might be important in the future?

Which functions or activities are candidates for outsourcing (usually activities that are not core competencies)?


Summary of All Internal FactorsStrengths Weight Rating Score (W*R) Timeframe

1. List Strengths here, one per row 2.0 4.0 8.0 Short2.

Note on scoring: weight 1-5, 5=major strategic impact; rating 1-5, 5=outstanding response to the factor; timeframe (short, medium, long term)

Weaknesses Weight Rating Score (W*R) Timeframe

1. List weaknesses here, one per row 2.0 4.0 8.0 Medium2.

Note on scoring: weight 1-5, 5=major strategic impact; rating 1-5, 5=outstanding response to the factor; timeframe (short, medium, long term).


External Environment: Opportunities and Threats (SWOT)Natural Physical Environment: Sustainability IssuesWhat forces from the natural physical environment are currently affecting the organization and the industries in which it competes? Which present current or future threats? Opportunities? Climate, including global temperature, sea level, and fresh water availability Weather-related events, such as severe storms, floods and droughts? Solar phenomena, such as sunspots and solar wind

Do these forces have different effects in other regions of the world?

Societal EnvironmentThe general environmental forces currently affecting both the organization and the industries in which it competes.

Sociocultural force examples: lifestyle changes, career expectations, consumer activism, rate of family formation, growth rate of the population, age distribution of the population, regional shifts in population, life expectancies, birthrates, pension plans, health care, level of education, living wage, unionization.

Technological force examples: total government spending for R&D, total industry spending for R&D, focus of technological efforts, patent protection, new products, new developments in technology transfer from lab to marketplace, productivity improvements through automation, internet availability, telecommunication infrastructure, computer hacking activity.

Economic force examples: GDP trends, interest rates, money supply, inflation rates, unemployment levels, wage/price controls, devaluation/revaluation, energy alternatives, energy availability and cost, disposable and discretionary income, currency markets, global financial system.

Ecological force examples: environmental protection laws, global warming impacts, non-governmental organizations, pollution impacts, reuse, triple bottom line, recycling.

Political-Legal force examples: antitrust regulations, environmental protection laws, global warming legislation, immigration laws, tax laws, special incentives, foreign trade regulations, attitudes toward foreign companies, laws on hiring and promotion, stability of government, outsourcing regulation, foreign ‘sweatshops’.

Key Opportunities Key ThreatsSociocultural

Technological

Economic

Ecological

Political-Legal

Task EnvironmentPorter’s Five Forces Threat of New Entrants – newcomers to an existing industry. Entry barriers lower this threat, and

include: economies of scale, product differentiation, capital requirements, switching costs for the customer, access to distribution, cost disadvantages or governmental policy.


Summary:

Threat of Substitute Products or Services – products that appear different but can satisfy the same need as another product.Summary:

Bargaining Power of Buyers – fewer, key buyers increase buyer power. Factors include: consolidated buyers, buyer with potential for backward integration, plentiful alternative suppliers, little switching costs for suppliers, purchased product represents a high percentage of the buyer’s costs, buyers low profits who are sensitive to cost differences, purchased product is unimportant to the final quality or price which can be easily substituted.Summary:

Bargaining Power of Suppliers – fewer, key suppliers increase supplier power. Factors include: supplier industry consolidation, unique product or built up switching costs, few substitutes, suppliers able to integrate forward or compete directly, purchasing industry less important to the supplier.Summary:

Rivalry Among Existing Firms – greater direct competition result in lower profits. Factors include: number of competitors, rate of industry growth, product characteristics such as commodities or specialized, amount of fixed costs, capacity, height of exit barriers, diversity of rivals.Summary:

Key Opportunities Key ThreatsNew Entrants

Substitutes

Bargaining Power of Buyers

Bargaining Power of Suppliers

Rivalry Among Existing Firms

Key Factors in the Immediate EnvironmentWhat key factors in the immediate environment (that is, customers, competitors, suppliers, creditors, labor unions, governments, trade associations, interest groups, local communities, and shareholders) are currently affecting the corporation?

Immediate Environmental Opportunities Immediate Environmental Threats


Summary of All External FactorsOpportunities Weight Rating Score (W*R) Timeframe

1. List opportunities here, one per row 2.0 4.0 8.0 Medium2.


Threats Weight Rating Score (W*R) Timeframe

1. List threats here, one per row 2.0 4.0 8.0 Long Term2.



Analysis of Strategic Factors (SWOT)Strategic Factor Analysis Summary Score Timeframe

Key strength listed in IFAS 0.0 MediumKey strength listed in IFAS 0.0 LongKey weakness listed in IFAS 0.0 ShortKey weakness listed in IFAS 0.0 LongKey opportunity listed in EFAS 0.0 ShortKey opportunity listed in EFAS 0.0 MediumKey threat listed in EFAS 0.0 Medium

Carry scoring from internal and external factor summaries.

Of the external (EFAS) and internal (IFAS) factors listed, which are the strategic (most important) factors that strongly affect the organization’s present and future performance?

Review of Mission and Objectives1. Are the current mission and objectives appropriate in light of the key strategic factors and problems?2. Should the mission and objectives be changed? If so, how?3. If they are changed, what will be the effects on the firm?


Strategic Alternatives and Recommended StrategiesPotential responses to threats from Porter’s forces:

High Threat of New Entrants: Erect entry barriers that make it difficult for a company to enter the industry. Potential barriers include: economies of scale; product differentiation; capital requirements; switching costs (customer); access to distribution channels; cost disadvantages; and governmental policy.

High Bargaining Power of Buyers: Diversify your customer base; acquire competitors to reduce number of alternatives; increase customer switching costs; enhance buyer’s profitability; invest in product R&D so your product is more valuable to the buyer.

High Bargaining Power of Suppliers: Develop alternative sources of supply; cross sourcing; multi-sourcing; backward vertical integration; modularize product design to enable supplier switching; consolidate purchases with less suppliers, giving each a larger share of your business.

High Rivalry Among Existing Firms: Reduce the incentive to attack; respond with overwhelming force when a competitor enters your market segment; acquire competitors; increase industry growth; invest in capital improvements which lower cost, and lower price aggressively to drive competitors out.

TOWS MatrixStrengths/Competencies (S) Strength 1 Strength 2 Strength 3 Strength 4 Strength 5

Weaknesses (W) Weakness 1 Weakness 2 Weakness 3 Weakness 4 Weakness 5

Opportunities (O) Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4 Opportunity 5

SO Strategies (use strengths to take advantage of opportunities) One Two Three

WO Strategies (take advantage of opportunity by overcoming weakness) One Two Three

Threats (T) Threat 1 Threat 2 Threat 3 Threat 4 Threat 5

ST Strategies (use strengths to avoid threats) One Two Three

WT Strategies (minimize weakness to avoid threats) One Two Three


Portfolio Analysis

Industry Attractiveness can include: market growth rate, industry profitability, size, pricing practices, and other opportunities and threats.Business Strength includes: market share, technological position, profitability, size and other strengths and weaknesses.List each product line on the chart according to its relative position on each scale.


Educational Products

Cafeteria & Catering

Facilities Rental

Event Management

Sports, Arts & Extracurricular

Strategic AlternativesBalanced Scorecard Strategy Map (Kaplan & Norton)

Analysis of Current StrategiesCan the current or revised objectives be met through more careful implementation of those strategies presently in use (for example, fine tuning the strategies)?


Analysis of New Potential StrategiesWhat are the major feasible alternative strategies available to the organization? What are the pros and cons of each? Can organizational scenarios be developed and agreed on? (Alternatives must fit the natural physical environment, societal environment, industry, and organization for the next three to five years.)

New potential strategies:

Growth strategiesVertical Growth Strategies

Backward Integration Strategy Forward Integration Strategy

New vertical growth strategies:

Horizontal Growth Strategies Market development strategy – capturing a larger market share for current products or developing new

markets for current products Product development strategy – developing new products for existing products or new products for new

markets. International strategies – exporting, licensing, franchising, joint ventures, acquisitions, green-field

development, production sharing, turnkey operations, build-operate-transfer and management contracts.

New horizontal growth strategies:

Diversification Strategies Concentric (related diversification) Conglomerate (unrelated diversification)

New diversification strategies:

Stability Strategies Strategies which hold the current position during a time of major change or uncertainty.

Retrenchment Turnaround strategies Captive company – captive of large customer Sell-out / divestment Bankruptcy / liquidation


Supplier Supplier Firm Distributor Retailer

Porter’s Generic Strategies: cost leadership, differentiation or focus.

Specific methods of differentiation include: Cost – provide products and services at lowest total cost (labor, material, engineering, total cost of

quality (failure, appraisal, prevention) Quality – quality is defined as the characteristics of a product or service that bear on its ability to

satisfy stated or implied needs.o Performance quality – addresses the basic operating characteristicso Conformance quality – whether the product or service performs to specificationso Reliability quality – whether a product will work for a long time without failing or requiring

maintenance Time

o Delivery speed – how quickly the firm can fulfill a need once identifiedo Delivery reliability – ability to deliver when promisedo Delivery window – deliveries assured within a stated time frame

Flexibility – how quickly the firm can respond to the unique needs of customerso Mix flexibility – producing a wide range of products and serviceso Changeover flexibility – ability to provide a new product with minimal delayo Volume flexibility – ability to produce whatever value the customer needs

Functional StrategiesResearch and Development Strategies

Technology leader – pioneers innovation Technology follower – imitates the products and services of competitors


Recommended Strategies1. Specify which of the strategic alternatives you are recommending for the organizational, business,

and functional levels of the organization. Do you recommend different business or functional strategies for different units of the corporation?

2. Justify your recommendation in terms of its ability to resolve both long- and short-term problems and effectively deal with the strategic factors.

3. What policies should be developed or revised to guide effective implementation?4. What is the impact of your recommended strategy on the organization’s core and distinctive

competencies?

Final Recommended Strategies Summary


ImplementationPrograms Needed to Implement the Recommended Strategy

Implementation PlanObjectives Measurement Target Action Project BudgetObjective 1 Measure Effected New Target Project Name $10,000Objective 2 Measure Effected New Target Project Name $5,000

Who should develop these programs/tactics?Who should be in charge of these programs/tactics?

Other Considerations1. Are the programs/tactics financially feasible?2. Can proforma budgets be developed and agreed on?3. Are priorities and timetables appropriate to individual programs/tactics?4. Will new standard operating procedures need to be developed?

Evaluation and Control1. Is the current information system capable of providing sufficient feedback on implementation

activities and performance?2. Can it measure strategic factors?3. Can performance results be pinpointed by area, unit, project or function?4. Is the information timely?5. Is the organization using benchmarking to evaluate its functions and activities?6. Are control measures in place to ensure conformance with the recommended strategic plan?7. Are appropriate standards and measuring being used?8. Are reward systems capable of recognizing and rewarding good performance?


Balanced ScorecardHow should the organization and its success be measured?

Financial & Student Achievement Perspective Score Target % to Target Industry

Key success factor 1 10,000 11,000 90.9% 12,000

Customer Focused Perspective Score Target % to Target Industry


Internal Process Perspective Score Target % to Target Industry


Learning & Growth Perspective Score Target % to Target Industry


Note on scoring: score is the actual result, target is the goal set by the organization, % to target = score/target, industry is the industry average or norm.


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