organisational analysis. external models pestle temples – boston matrix, porter’s 5 forces...
TRANSCRIPT
Organisational Analysis
External models• PESTLE• TEMPLES – Boston Matrix, Porter’s 5 ForcesInternal models• Organisational style, Culture, Values• SWOT• Force Field Analysis
Drivers for change
SWOT Analysis Framework
Environmental Scan / \
Internal Analysis External Analysis
/ \ / \Strengths
Weaknesses Opportunities
Threats
SWOT Matrix
• Political • Economic• Sociological • Technological • Legal • Environmental
PESTLE Analysis
• Technological • Economic• MARKETS• Political • Legal • Environmental• Sociological
TEMPLES Analysis
The Competitive Situation - Porter's Five Forces
Current Competition
Supplier Power
Buyer Power
Potential entrants
SubstitutesPorter, M.E. (1980) Competitive Strategy, Free Press, New York.
Bruce Henderson Boston Consulting Group (1970)
Analysis of Your Enterprise PositionStars Cash Cows Question Marks Dogs
High growthHigh share
Low growthHigh share
High growthLow share
Low growthLow share
Business is likely to generate enough cash to be self sustaining. Recommended tactics:•promote aggressively•expand your product or service•invest in R & D
Business can be used to support other business units.•defend & maintain
Business requires a lot of cash to maintain market share.•invest more cash•or, divest
Business is a cash trap.•focus on short term•avoid risky project•limited future
Organisational Culture
Charles Handy, The Gods of Management
McKinsey 7S model
Hard Elements Soft ElementsStrategyStructureSystems
Shared ValuesSkillsStyleStaff
Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: 14.
McKinsey 7S model
Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: .
Lewin K. (1943). Defining the "Field at a Given Time."
Cultural Web –power and readiness
Mendelow’s Power / Influence Matrix
Stakeholder Mapping
Red =Relationship not functioning well
Green =Good positive relationship
Yellow=Relationship needs work
Large circles= large influence
Line strength=strength of communication
Near circles= Importantrelationship
Taylor Made Solutions 2009
Utilising appropriate models and frameworks to conduct a structured analysis of current drivers for change, identify the impact of these particular drivers on your current role in your organisation context
Assignment