Strategic evaluation and control - Wikispaces：战略评价与控制.ppt

* * * * * * * Strategy Review Contingency Planning Assess the counterimpact of each contingency plan. This quantifies the potential value of each plan. Determine early warning signals for key contingent events. Develop advance action plans to take advantage of available lead time. * Strategy Review Auditing Financial audits to determine correspondence between assertions based on strategic plans and established criteria Environmental audits to insure sound and safe practices * Key Terms Concepts Advantage Auditing Consistency Consonance Contingency plans Corporate agility Feasibility Future shock MBWA Measuring organizational performance Planning process audit Reviewing the underlying bases of an organization’s strategy Revised EFE matrix * Key Terms Concepts Revised IFE matrix Taking corrective actions * * * * * * * * * * * * * * * * * * * * * * * * * * * * Strategic evaluation and control * Strategy Review The firm’s internal and external environments are dynamic. Therefore, the best conceived and implemented strategies become obsolete! * Strategy Review Strategy Evaluation—the 3 Basics Examining the underlying basis of the firm’s strategy Comparing actual to expected results Taking corrective action to address performance gaps * Strategy Review Effective Strategy Evaluation Adequate and timely feedback The cornerstone of effective evaluation * Strategy Review Strategy Evaluation Must have both Short- long-term focus * Strategy Review Four Criteria (Richard Rumelt): Consistency Consonance=fit or harmony Feasibility Advantage * Consistency If policy problems/issues continue to be brought to the top for resolution, then strategies may be inconsistent. If success for one department means failure for another department, then strategies may be inconsistent. If managerial problems continue despite changes in personnel and are issue based, then strategies may be inconsistent. A strategy should not present inconsistent