1. Strategic capabilities. You should identify and evaluate the strategic capabilities of the organisation.
2. Culture. The importance of culture as a driver or barrier to the implementation of strategy must be considered; you should also consider the organisation’s strategic purpose and connect that to its governance and structure
3. Business AND/OR corporate/diversification strategies. There must be a consideration of the business or corporate strategies used by the organisation and these must be related to its competitiveness. Feel free to use material from both these chapters if you wish.
4. International strategy OR Innovation. There should be consideration of the organisation’s international strategy; OR consideration of the organisation’s innovation strategy.
5. Strategic options. Recommendation of some strategic options for the organisation to maintain or enhance competitiveness in the future. These must be related to the potential impacts of macro or competitive forces as identified in your KEY DRIVERS FOR CHANGE for macro and micro environment. For example, this would be an ideal place to carry out a TOWS matrix analysis as outlined in the text book as this connects the Opportunities and Threats (external to the organisation) with Strengths & Weaknesses (internal to the organization) PESTEL ANALYSIS…You could also do any or all of the following, if they are appropriate for your company:
use the Ansoff matrix to identify potential avenues for diversification,
recommend an appropriate international strategy, or
identify some potential for the corporate parent to add value to an SBU, or
identify a change to the culture which will make the organisation fit for the future and less
likely to suffer strategic drift.
6. Presentation. The report should be well-presented and please include appendices, meaning that it should be clear and well-structured, with few or no spelling or grammatical errors, and it should be correctly referenced in a consistent Harvard style.