Strategic Management
9791B Strategic Management
This is the prescribed assessment for this module.
Event Name: ASSIGNMENT/REPORT
This Event may be based on the Learner's workplace, any other workplace or
a case study provided by the Teacher.
Submit a Strategic Management Plan that examines and identifies all the
essential components including, confirmation of strategic direction,
formulation and evaluation of strategic objectives, strategy implementation
and processes to monitor and maintain the strategic direction.
Assessment Guide
This is a guide to help you complete the assessment above. However, your
facilitator/teacher may provide you with other guides.
You are to demonstrate competence in your application of agreed strategic
direction. This includes evaluation and selection of corporate and SBU level
strategy, strategy implementation and strategy monitoring and review.
Research and critical analysis skills must be demonstrated.
Two forms of evidence are required:
1. You will need to develop a reflective learning journal based on the
summary of content listed below (ie a summary/discussion of what you
have learnt and what you have felt to be most valuable).
2. You will need to develop strategic directions for preferably, an actual
organisation or SBU, or alternatively, the Case provided. A workplace
focus is highly recommended to ensure contemporary relevance and
application realism.
TASK
You are to complete the following summaries, place them into your strategic
plan template and send them to your facilitator. Each is to be no longer than
two printed pages and fully justified. Assumptions are to be identified and
minimised.
1
1. Key Performance (Result) Areas & Strategic Goals
2. Corporate level Directional and Portfolio analysis and strategy
3. Aligned SBU (Business unit) portfolio analysis and strategy including
performance indicators
4. Implementation Strategy (Change Management)
5. Monitoring and Review Strategy
To inform these summaries, work methodically through the following outline
in conjunction with your text and the online topics provided. The online
activities associated with each topic are designed to help you gain most of
the strategic information required for your assessment.
Confirm the organisation's strategic direction.
-
-
Discuss openly and gain commitment for the proposed strategic
direction of the organisation with identified key stakeholders
Discuss openly and gain agreement of those performance areas that
will bear critically on the organisation’s ability to achieve its
strategic direction (eg Key Result Areas).
Apply the organisation's vision, mission & values to the formation,
implementation and evaluation of organisational strategy.
Formulate and evaluate strategic objectives
-
-
-
-
Identify performance gap between current practice and that needed
to achieve the organisation’s mission and aid in its vision (Apply a
TOWS Matrix to support this process).
Formulate strategic goals in relation to identified key result areas
aimed at closing the performance gap.
Evaluate and set Corporate or overarching directional strategy
(growth, stability,decline)
Apply Portfolio Analysis (Boston Box, GE Matrix) at the corporate
level (if appropriate) to ensure the right mix of businesses are
available to meet strategic goals
Examine Industry Lifecycle strategies
In light of resource availability, examine and consider Specialist
strategies such as Mergers / Acquisitions / Alliances and Joint
Ventures.
At SBU level, determine goals and directional strategy in light of
corporate strategy and current performance
Apply a Value Chain Analysis to enable the identification and
maximization of value (performance) in the market
Examine Value based strategies to achieve goals
2
-
-
Apply Portfolio Analysis (Boston Box, GE Matrix) at the SBU level to
ensure the right mix of products and services are available to meet
strategic SBU goals
Examine Generic Strategies
Examine Porter’s Competitive Strategies
Examine product/service Life-cycle strategies
Examine strategies of the Leader, Challenger, Follower and Nicher
In light of resource availability, examine and consider Specialist
strategies such as Alliances and Joint Ventures
Formulate the most appropriate strategies to achieve strategic SBU,
and in turn, corporate goals
Establish performance objectives in line with reporting mechanisms
and timings
Establish Key Performance Indicators
Implement strategic objectives:
-
Formulate and apply a measurable performance model (eg a
Balanced Scorecard Approach)
Consider factors that influence the success of strategy
implementation (eg 7S Model)
Formulate and apply change management strategies
Monitor and maintain strategic objectives:
-
Investigate and establish appropriate monitoring and evaluation
models (ie Bureaucratic, MBO, Clan), systems and tools
Apply appropriate monitoring and evaluation systems and tools so
as to measure alignment with strategic intent
Identify performance gaps and report to key stakeholders
Re-examine appropriateness of original strategic intent if needed
In collaboration with key stakeholders, recommend strategic actions
aimed at ensuring alignment between strategy and mission/vision.
Here are a few final points to keep in mind when undertaking your analyses
and completing the relevant sections of your strategic plan:




Do not make unwarranted assumptions; stick with the facts.
Be alert to the value system of the top managers. There is no point in
suggesting a strategy that runs counter to the CEO’s stated intentions and
ambitions.
Analyse the business in the context of the economic and other conditions
in which it finds itself.
In your plan provide informed summaries of your environmental,
3

industry, competitor, internal and SWOT analysis
Discuss the business extensively with key stakeholders internally and
externally. If you are analysing a case, consult widely with your fellow
learners. Much insight can be gained.
Here are a few final points to keep in mind when undertaking your analyses
and completing the relevant sections of your strategic plan:





Do not make unwarranted assumptions; stick with the facts.
Be alert to the value system of the top managers. There is no point in
suggesting a strategy that runs counter to the CEO’s stated intentions and
ambitions.
Analyse the business in the context of the economic and other conditions
in which it finds itself.
In your plan provide informed summaries of your environmental,
industry, competitor, internal and SWOT analysis
Discuss the business extensively with key stakeholders internally and
externally. If you are analysing a case, consult widely with your fellow
learners. Much insight can be gained.
Your facilitator will be more than happy to help you individually or in groups.
All written analyses must be turned in by the writer on the date due. Late
cases are not accepted unless you make verbal or written arrangements
with your facilitator beforehand.
Online Support Topics






Strategy and Organisational Context
Setting Strategic Goals
Corporate level strategy
SBU and product level strategy
Strategy Implementation
Strategy Monitoring and Review
4