| In this article, we look at the first group of | | | | indicates how similar organisations are responding |
| activities that successful leaders must organise | | | | to current and forecast changes. |
| and manage in order to ensure the success of | | | | Considering The Needs Of Stakeholders, by: |
| their strategies. | | | | identifying all stakeholders, within and outside the |
| Ensuring Successful Analysis, by: analysing the | | | | organisation; evaluating the importance of support |
| operating environments on a regular basis, and | | | | from each stakeholder group; consulting with |
| additionally when major changes occur; using legal | | | | stakeholders to identify and understand their |
| and ethical means to gather information; using | | | | needs; explaining to stakeholders the organisation's |
| experienced specialists to gather and analyse the | | | | strategies and values; resolving conflicts and |
| information; using an appropriate range of | | | | misunderstandings through discussion. The aim of |
| information gathering tools and techniques; | | | | this activity is to ensure that the needs of the |
| gathering information from an appropriate range | | | | stakeholders are known, and their views taken |
| of sources; ensuring that forecasts, trends, | | | | into consideration. Stakeholders can include |
| predictions, are supported by sufficient evidence. | | | | operational staff, managers, trade unions, |
| The objective is to carry out an analysis that | | | | shareholders, suppliers, customers, clients, |
| provides the organisation with a clear picture of | | | | sponsors, funding organisations, partner |
| the current environment in which it operates, and | | | | organisations, local government departments, and |
| a forecast of impending changes. This will enable | | | | local or national media. There can also be |
| the leaders of the organisation to make changes | | | | sector-specific stakeholders, such as relatives of |
| to existing operational objectives in response to | | | | patients, in the hospital sector, local residents |
| the findings on the current situation, and to longer | | | | affected by major construction projects, or |
| term plans in preparation for the predicted | | | | parents of schoolchildren. |
| changes. A thorough analysis should be carried out | | | | Evaluate The Internal Condition Of The |
| at least annually, with quarterly reviews. This will | | | | Organisation, by: analysing the organisation's |
| ensure that the leaders of the organisation are | | | | current internal condition; carrying out a review of |
| fully informed at all times, and are equipped with | | | | strengths, weaknesses, opportunities, and threats. |
| information that will enable them to respond | | | | The aim is to build a detailed picture of the |
| appropriately to any changes which impact on the | | | | current condition of the organisation, in terms of |
| organisation. | | | | its internal health. This should be comprehensive, |
| Analysing The External Environment, by: | | | | looking at all internal aspects of the organisation, |
| identifying the components and the boundaries of | | | | including for example, the physical location(s) in |
| the external environment in which the organisation | | | | which it operates, condition of buildings, equipment, |
| operates; considering the current political, | | | | vehicles, plant, funding, operational performance, |
| economic, social, technological, and environmental | | | | recruitment, retention, training and development, |
| situation; gathering appropriate, sufficient, reliable, | | | | policies, procedures, products, services .... and so |
| and valid information; identifying and evaluating | | | | on. |
| trends; evaluating the impact of current influences | | | | Adjusting Current Strategies, by: considering the |
| on the organisation; forecasting the impact of | | | | findings of the analysis activities, and then |
| potential changes on the organisation. The | | | | evaluating current strategies and direction against |
| objective here is to gather information which | | | | these; consulting with specialists and key |
| highlights or predicts changes in the world in which | | | | stakeholders about the proposed changes; |
| the organisation operates. There are many | | | | adjusting current strategies and strategic |
| thousands of local and international influences and | | | | objectives or replacing them with new ones; |
| forces which impact on the organisation. Indicative | | | | implementing a management system that will |
| examples include demographic changes, cultural | | | | monitor, control, and adjust where necessary, the |
| changes, and social behaviour changes, all of which | | | | new strategies. The objective here is clear. To |
| can lead to changes in customer markets and | | | | survive, the organisation must have in place |
| buying patterns. Another example is a potential or | | | | appropriate strategies. Unless strategic direction, |
| forecast change in a technology which could end | | | | specific strategies, and their related objectives, |
| demand for certain products or services. For | | | | are regularly evaluated, maintained and adjusted, |
| almost any organisation, of any size, and in any | | | | the ability to compete will deteriorate and |
| sector, gathering and analysing this type of | | | | eventually the organisation will fail. |
| information is critical. | | | | Adjusting Systems and Structures, by: evaluating |
| Evaluating Competitor Behaviour, by: identifying | | | | the appropriateness of the current systems and |
| current and potential competitor organisations; | | | | structures in meeting the demands of the new |
| gathering appropriate information on current and | | | | strategies; consulting with all affected stakeholders |
| forecast competitor activity; evaluating the | | | | on proposed changes; planning and implementing |
| strengths and weaknesses of individual current | | | | changes to operational, quality, and cultural |
| competitors; considering the potential impact of | | | | systems, policies, procedures, and structures; |
| new entrants or changes in competitor behaviour. | | | | implementing procedures to monitor, control, and |
| The purpose of this is straightforward. | | | | adjust these as necessary. The purpose of this is |
| Competitors are, by default, competing for the | | | | to put in place an appropriate infrastructure that |
| same customers, and if they are worthy | | | | will support the new strategic and operational |
| competitors, they will be carrying out the same | | | | objectives. Unless this infrastructure is compatible |
| type of analytical activity, and responding to their | | | | with, and supports the achievement of, these |
| findings. Competitor activity can be a vital | | | | objectives, the strategies will run into difficulties |
| component of the information gathered, as it | | | | and almost certainly fail. |