Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces...

Organisational Analysis

External models• PESTLE• TEMPLES – Boston Matrix, Porter’s 5 ForcesInternal models• Organisational style, Culture, Values• SWOT• Force Field Analysis

Drivers for change

SWOT Analysis Framework

Environmental Scan / \

Internal Analysis External Analysis

/ \ / \Strengths

Weaknesses Opportunities

Threats

SWOT Matrix

• Political • Economic• Sociological • Technological • Legal • Environmental

PESTLE Analysis

• Technological • Economic• MARKETS• Political • Legal • Environmental• Sociological

TEMPLES Analysis

The Competitive Situation - Porter's Five Forces

Current Competition

Supplier Power

Buyer Power

Potential entrants

SubstitutesPorter, M.E. (1980) Competitive Strategy, Free Press, New York.

Bruce Henderson Boston Consulting Group (1970)

Analysis of Your Enterprise PositionStars Cash Cows Question Marks Dogs

High growthHigh share

Low growthHigh share

High growthLow share

Low growthLow share

Business is likely to generate enough cash to be self sustaining. Recommended tactics:•promote aggressively•expand your product or service•invest in R & D

Business can be used to support other business units.•defend & maintain

Business requires a lot of cash to maintain market share.•invest more cash•or, divest

Business is a cash trap.•focus on short term•avoid risky project•limited future

Organisational Culture

Charles Handy, The Gods of Management

McKinsey 7S model

Hard Elements Soft ElementsStrategyStructureSystems

Shared ValuesSkillsStyleStaff

Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: 14.

McKinsey 7S model

Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: .

Lewin K. (1943). Defining the "Field at a Given Time."

Cultural Web –power and readiness

Mendelow’s Power / Influence Matrix

Stakeholder Mapping

Red =Relationship not functioning well

Green =Good positive relationship

Yellow=Relationship needs work

Large circles= large influence

Line strength=strength of communication

Near circles= Importantrelationship

Taylor Made Solutions 2009

Utilising appropriate models and frameworks to conduct a structured analysis of current drivers for change, identify the impact of these particular drivers on your current role in your organisation context

Assignment