and international levels that will have a direct or indirect impact on their organisation. The task at this station is the primary role of the office of strategy management. After being given strategic direction by leadership at Station One, Station Two’s task begins with critical analyses of the internal and external environments in which the organisation operates. The office of strategy management first collects appropriate statistical, quantitative and qualitative data, then facilitates stakeholder-wide consultative workshops to process these data. The data to be processed is for landscape analysis, performance analysis; SWOR Analysis, including an alignment review of the goal and objectives set out in Station One. Landscape analysis reviews political, economic, social, environmental issues and the context in which the organisation operates so that organisational members get to understand their environment. The relevant economic factors to be analysed include development indicators, literacy rates, GDP per capita used in the context the organisation operates. The political context includes state stability [e.g. levels or trends of conflict], governance, capacity of institutions, and access and availability of services. For the social context, strategists have to review demographics, urbanisation and migration patterns, and population size and age. For the environmental context, data to be analysed include availability and suitability of land, climatic conditions and their impact on development, and other natural disaster risks that have to be mitigated in the strategy. For organisations that work in the relief and development sectors it is recommended that the landscape analysis should include social risk/vulnerability [e.g. disabilities, refugees, hunger, diseases], unemployment, education, infrastructure, inequities and religious contexts.
Performance analysis is the second step in the data analysis process. Organisations already in existence perform self-performance assessments against all products, goods, and services areas that bring the bottom-line to their institution. The performance analysis exercise can still be done by strategists planning to develop a brand new organisation to enable them to craft a clear strategic direction of the emerging organisation. At this step new organisations review skill sets of their staff already on board, funding levels, and potential strategic partnerships in their market. Non-government organisations already established in the community development arena assess how their household and livelihoods projects contribute to the welfare of families and communities. Public sector organisations assess how their programme and service delivery meet the national growth and development strategy targets. Private sector companies review how their current brand
88 Management Today | December 2011
offerings or product lines are meeting productivity and profitability targets set by shareholders. Performance assessment is a self-rating exercise which should be rigorous, brutal and honest in order to help leadership know and plan for a stronger organisation henceforth.
After performance assessment, there comes SWOR analysis. SWOR stands for Strengths, Weaknesses, Opportunities, Risks. Strengths and weaknesses are targeted to further analyse organisational Performance. Opportunities and risks are targeted to further analyse the organisational Landscape. SWOR Analysis is the third set of analysis to buttress, bring together, and sharpen the analyses done in the first two steps. This is an objective and collaborative analysis of the organisational strengths, weaknesses, opportunities and risks/threats to be assessed and prioritised by all organisational members. The combined strength of the conclusions from the landscape, performance, and SWOR results provide a focussed and solid platform to determine the strategic direction of the organisation. Finally the office of strategy management compares conclusions from data analyses with the master goal and strategic objectives in order to firm them up and bring stronger alignment among vision-mission-values statements with the Master Goal and Strategic Objectives before the whole team starts working on the strategy map and the scorecard. It is the analysed results that help provide alignment and to confirm the coherence among these components. This task is a reality check to confirm that the new strategic vision and mission is responding to environmental weaknesses and threats, while leveraging the strengths and opportunities available to the organisation in its market. The master goal and strategic objectives then capture the specific strategic measurable milestones.
Strategists conducting this analytical exercise give the whole organisation a chance to stop and conduct a collaborative self-reflection of its performance and make conclusions that help leadership develop and strengthen the next strategic objectives and targets for the new strategic period. So Station Two resolves questions and uncertainties about internal and external factors that impinge on developing a robust and successful organisation. Such intelligence will help in critical choices about what the organisation will do, and how to allocate resources in a prudent and prioritised manner. The expected results from the data analyses station include the designing and organising of organisational effectiveness programmes and systems; business lines/units that will conduct prioritised business; and the organisational branding programme that will ensure the organisation will take a strategic position and share in its market.
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