SOCSCI 2BR3 Study Guide - Final Guide: Myofascial Trigger Point, Warren Buffett, Organisation Climate
8 May 2018
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2SP3 Fact Sheet
•The Mission describes the WHY of the company
•P.A.R.T. stands for The Pattern of Allocation of Resource over Time
•Vision outlines the ‘picture’ of the future of the organization
•PEST and SWOT (IDK??)
•Government directional change is a Political Trend in PEST
•Simon Sinek says “start with WHY?”
•PEST = Political, Economic, Social, Technological
•Mission Statement also outlines the purpose of existing
•There should be adequate resources, and a culture of creativity when assessing the
climate for a strategic plan
•Your competitive advantage is HOW YOU PROVIDE VALUE
•Competitive advantage is sustained if it is hard to imitate
•Organizational plans should be developed as: Strategic, Department, Team, Individual
[in that order]
•SWOT= Strengths are internal factors that allows to take advantage of opportunities
•SWOT= threats are real or potential advantages to limit the organization’s
effectiveness
•SWOT analysis can be too subjective (stuck in the now)
•Internal assessment looks at the strengths and weaknesses.
•A SWOT provides a static view
•An Imbalanced Funding Mix is an example of a weakness
•External factors are those which you can impact
•Robynne Berg recommends to create a strategy and then bring the organization in line
(Structure follows and adapts to the STRATEGY)
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•Obstacle to Effective Planning, Lack of Empowerment means the people responsible
for the goal don’t have the resources required
•Obstacle to Effective Planning, Lack of Accountability means not holding people
accountable for their responsibilities
•Balanced Scorecard looks at Customer, Internal, Financial, Employee
•SMART = Specific, Measurable, Attainable, Realistic, Timely
•Herrigel, Zen in the Art of Archery, ‘Transformational culture change can be met with
fierce resistance
•Chris Bart, Tale of Two Employees, managers should ask; do they know what to do?
do they know how to do it? do they know why they should do it? do they know why
they should care?
•Scenario Planning covers the threats
•Identifying opportunities doesn’t mean much if you do not have strengths in place
•In scenario planning, a trigger point lets you know when to act
•Jim Collins, Good to Great & the Social Sectors, the economic engine of NFPs should
focus on RESOURCES.
•John Carver, Boards that Make a Difference, boards should focus on the ENDS
•Usage Targeting means providing your service to a segmented group
•Scenario Planning helps you plan for immediate and long term risks
•If you run several scenarios, you may see patterns of issue emerge, that may lead to
new opportunities
•Different strategic plans are made for different uses. Hence, the Board plan is all
encompassing inclusive of all data gathered.
•Michael Porter, Competitive Strategy is about being different. It means deliberately
choosing a different set of variable to achieve a different set of outcomes.
•Post SWOT: Capitalize on your strengths, and shore up your weaknesses
•Constantly use a Strategic Plan
Midterm 1:
•Primary Responsibility for overseeing the development and implementation of the
strategic plan lies with the Board of Directors
•Strategic Plan are 3-5 years
•Operational Plan are 1 year
•Most important task in strategic planning is analyzing trends that will affect the
organization
•Vision - “20/20 Balance of the organization”
•Rollout = handing out strategic plan to different people
•Core Competencies = what you do better than your competitors
•Legacy means what you will be remembered for
•Cascading goals means goals that flow from one to the next
•When assessing if the organizational climate is good for a strategic plan, there should
be a culture of creativity and adequate resources
•NFP = key stakeholders to canvass your strategic plan are Donors, Funders, Allied
Organizations, Customers, and Suppliers
•Where are we now = strategic review
•Planning is strategic when is responds to the circumstances of the organization
•Adaptable beats Obdurate(stubborn to change) means your plan needs to flexible
•Mission Statements should be inspiring and memorable, speaks to your legacy, based
on your core competencies
•Warren Buffet says look for a Sustainable Competitive Advantage
•Competitive Advantage = how you provide VALUE
•^ sustainable if it is hard to imitate
•John F. Kennedy’s vision for NASA was good because people were able to see/
invision the idea
•Strategic > Operational > Departmental > Team > Individual
•Erica Olsen is the girl in the Videos
Midterm 2:
•Where are we going = vision
•strengths = internal factors that allow the organization to take advantage of the
opportunities
•Threats are real or potential external situation that could limit the organizational
effectiveness / competitiveness
•What you do well = strengths
•SWOT analysis can often be to subjective because there are done in the moment and
do not predict future circumstances
•Organizations are more likely to influence internal factors
Document Summary
Hence, the board plan is all encompassing inclusive of all data gathered: michael porter, competitive strategy is about being different. To be effective your plan must have the following attributes: purpose driven, integrated, systematic, dynamic, holistic, understandable, realisitic. What climate in organization to instate strategic change. There are no high impact decision in the next 3-6 months. No serious conflicts between key players (work politics) Top level of commitment to the process. All of they are trying to out perform each other. Political - government change, tax laws, employment laws. Economic - inflation, growth, interest rates, foreign exchange rates. Social - demographic shifts, changes in preferences, health issues, cocooning. What need do you meet or satisfy. How would the world be different without us. Threat of new substitutes services / products. Everyone knows about the decisions and actions they are responsible for. Important information about competitive environment (gets to hq quickly)
