360° strategy analysis - 100% overview

In cooperation with leading experts andbased on numerous cases, ValueMaker hasdeveloped an analytical tool that measuresthe temperature of companies andorganisations – a 360 degree evaluation.

The management in your company has beenasked to fill out an online questionnaire. Thequestionnaire is dynamic, which means thatit adapts to a line of factors (among thesecompany size, strategy and customer focus)The analysis is thus tailor-made to yourcompany.

Some questions have been subjective,whereas others have been objective. Asubjective question could for instance be“how is the company’s ability to compete interms of quality?” to which the respondent isasked to answer by using a scale from 1 to10. An objective question could for instancebe “are there individual plans forcompetence development?” to which theresponse options are “yes” or “no”.

One person has been key user and hassupplied us with numbers and objective datasuch as development in turnover, complaintspercentages, investments etc.

How to use the report

The analysis and the workshop are toolsapplied to prioritise the action areasefficiently and with a minimum oftime-wasting within the next months oryears.

The workshop will take you through a 360°assessment of the company based on partlyyour personal online responses, partly in anumber of assignments that “force” you toconsider the key elements for your companyas seen in relation to the strategy youconsider for the future.

This process ensures that the decisions areanchored in the management group andbrings you the first steps into theimplementation phase. It should beemphasised that the analysis is only adialogue tool and a means to make visibleand structure information. The analysis itselfdoes not solve any problems. When you haveidentified your action areas, you have gainedperspective and knowledge, but thesurroundings remain unchanged. Wetherefore recommend a follow-up to aValuePerform analysis by means of atargeted implementation process, andpossibly in cooperation with an internal orexternal consultant.

Guide - how to use the report

Strategy focus Importance Performance Potential Strategicactions

How do youprovide value tothe customers.What is yourfuture strategyfocus

How importantare yourperformances inthe managementfields.

How do you reallyperform in allmanagementfields

Where are thelargest gapsbetweenimportance andperformance.

Which key areasshould you focuson to acheiveyour goals.

Step 1: Step 2:Discuss the results Solve a task

The report consists of 5 phases.Each phase leads on to the next,and each phase should becompleted one at a time.Each phase contains 2 steps.First you discuss the result ofthe analysis, and then youcomplete an assignment.

Important: In order to obtainmaximum benefits of theprocess, it is essential that youdo not proceed to the nextphase until you have completedthe assignment in the previousphase.

Strategy analysis for Organisation_Y - in cooperation with ValueMaker

Phase 1: Strategy focus & Customer value results of the analysis

What is your futurestrategy focus?

Revenue growth in newmarkets.Revenue growth from newproducts

Word definitions

Best total costPrice as the primarycompetitive parameter.Cost optimization.Product leaderFirst with the latest/best.Innovation, productdevelopment and design.Complete customer solutionsCustomer understanding andservice as the most importantparameter.Long-standing customerrelations.

Guide

Any company will always have an element of all 3kinds of focus . A company such as Dell has adistinct preponderance of “Best total cost”,whereas the likes of Apple have an obvious

preponderance of “Product leader”. If yourcompany does not have a distinct preponderance,you may want to consider whether your strategy issufficiently focused.

Assignment

Next, pleasediscuss strategyand customervalue and drawyour own piechart.

Hang up poster number 1 whereeveryone can see it.

Using a marker, please draw the piechart tracing the 3 kinds of customervalues — reflecting how the world lookstoday and how you would like the worldto be in the future.

Write down your 1-2 future top strategicfocus areas.

You should not feel limited by the resultof the analysis, but merely use it as atool furthering the process.

Strategy analysis for Organisation_Y - in cooperation with ValueMaker

Phase 2: Importance results of the analysis

Guide

You should think of the chart as a reverseddartboard: the further away from the centre, themore important the management area. Where thehighest and lowest assessments differconsiderably, there is significant disagreementbetween you as to the importance of the particular

management area in your company. Managementarea where you are in agreement the gap is small.Bear in mind that importance should be viewed inrelation to your strategy focus and customer valueon the previous page – in other words, the futureperspective is essential.

Lowestassessment

Average

Highestassessment

At the end ofthis report

you will find aglossary of

the keyterms.

Assignment

Please discussimportance andcreate your owngraph.

Hang up poster number 2 whereeveryone can see it.

Draw your own graph of “Importance” inaccordance with the points below:

Agree on the importance of each of the15 management areas in order for youto deliver the customer value requiredand achieve your future strategy focus.

Place a dot by each management areaand connect the dots with lines.

This graph should be marked“Importance”.

Strategy analysis for Organisation_Y - in cooperation with ValueMaker

Phase 3: Performance results of the analysis

Guide

You should think of the chart as a reverseddartboard: the further away from the centre, thebetter the performance. The highest assessment,average and the lowest assessment are yoursubjective assessments. The orange graph is an

objective measurement of your performance(calculated based on the information, the key userhas entered) On the reverse side you will find anoverview of the greatest strengths andweaknesses in the performance of your company.

Lowestassessment

Average

Highestassessment

Objective

At the end ofthis report

you will find aglossary of

the keyterms.

Assignment

Please discussperformance andcreate your owngraph

Use poster number 2 again and make ashared graph for “Performance” inaccordance with the points below:

Agree on your performance within eachof the 15 management areas as seenin relation to achieving your futurestrategy focus.

Place a dot next to each managementarea and connect the dots with lines.

This graph should be marked“Performance”.

The analysis has identified thefollowing 5 top strengths:The health and safety qualities of the companyare satisfactory relative to its competitors.

The company focuses on corporate socialresponsibility, for instance by offering theemployees better conditions than required bylaw, promoting diversity in the workplace,engaging in community involvement or the like.

The company makes an effort to ensure thatthe company’s suppliers and other businesspartners comply with the company’s code ofethics.

The accumulated knowledge is to a high extentsecured internally when employmentterminates.

The company is very committed to increasingsafety in and outside the workplace inaccordance with the known expectations of theemployees.

The analysis has identified thefollowing 5 top improvement areas:The company is not adept at understandingcustomer needs and demands.

The likelihood of obtaining further externalfinancing is low.

The company is not adept at retainingcustomers.

The implementation of the company’s currentstrategy does not require innovative initiatives.

The existing capital base is insufficient relativeto the forecasted capital requirements over thenext 12 months.

Strategy analysis for Organisation_Y - in cooperation with ValueMaker

Phase 4: Potential results of the analysis

Guide

From the above you can see that the analysis hasidentified the largest improvement areas.A wide gap between the curves signifies that for

this management area constitutes asignificant improvement potential – i.e. a wide gapexists between importance and performance.

Averageassessment

of importance

Averageassessmentof subjectiveperformance

At the end ofthis report

you will find aglossary of

the keyterms.

Assignment

Please discussimprovementareas andprioritize 3 areasof action.

When you have completed the previouspages including the assignments, theposter will show 2 graphs: one for“Importance” and one for“Performance”.

Shade the field between these 2graphs.

The areas characterised by the widestgap between importance andperformance are now graphicallyshown. In these areas an effort willrender significant effect.

Compare your figure with the results ofthe analysis placed to the left. Discussthe differences and if you reach newrealizations, the figure should beadapted accordingly.

Make a prioritised list of 3management areas, in which you planto make a targeted effort to improveyour performance. Draw a circle aroundthese management areas on the posterand number them 1 – 3 according topriority.

Strategy analysis for Organisation_Y - in cooperation with ValueMaker

Phase 5: Strategic actions results of the analysis

Guide

From the above you can see the 3 managementareas that were prioritised as your strategic actionareas before this workshop (at the time when youfilled out the questionnaire).

Assignment

Please formulatea strategic actionplan.

Hang up poster number 3 showing thestrategic action plan.

Is there a difference between thestrategic priorities previously held andthose you have agreed on? If yes,please discuss these differences andagree on 3 final strategic priorities.

Fill out the form indicating your newshared priorities – prioritised bynumbers 1 to 3.

Remember to stay in the helicopter(give the helicopter card to anyone whostarts getting into details)

Remember agreeing on the next step,assign responsibility and set out adeadline before the end of theworkshop.

Thank you for your excellent work andgood luck with the implementation ofyour new strategic action plan!

Strategy analysis for Organisation_Y - in cooperation with ValueMaker

Word definitions

Learning/growthperspective

Organizationalcapital:SatisfactionValuesTeam spirit

Information capital:ITKnowledge sharingExternal cooperation

Human capital:RecruitmentRetentionDevelopment

Processperspective

Innovation:Product developmentProcess development

Production:CapacityFlowFlexibility

Regulatory andsocial:SecurityEthics

Customermanagement:AttractionRetentionDependence

Managementperspective

Strategy:MissionBusiness plan

Action:ResourcefulnessAchievement ofobjectives

People:ManagementcompositionLeadershipdevelopmentLeadership experienceand cooperation

Goals:PlanningFocus

Customerperspective

Product - Service:Competitive parametersCustomer valueproposition

Relationships:Customer relationsCustomer loyalty

Image:KnowledgeRecommendations

Financialperspective

Capital base:Cash flowEarnings

DisclaimerIn no event shall ValueMaker ApS be heldliable for direct or indirect loss incurred as aresult of information included in this report ordecisions made on the basis thereof.

Decisions made on the basis of the reportshould always be made taking intoconsideration all relevant circumstances,including circumstances of which ValueMakerApS has no knowledge and which are nottaken into account in this report.

Intellectual property rights,including copyrightAll rights reserved by ValueMaker ApS and allinformation, methods and processes outlinedin the report are registered trademarks. Allrights reserved by ValueMaker ApS pursuantto copyright laws, including the copyrightrules in force. The report is thus intended forcustomer use only.

Strategic analysis for Organisation_Y

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