Assignment 2 Lasa 2 Presentation Of Strategy Audit Fi 809390

Assignment 2 Lasa 2presentation Of Strategy Audit Findings

Integrate previous analyses into a comprehensive strategy audit report of your chosen company, including an executive summary (1 page), a detailed discussion of 5-7 strategic issues (5 pages), and appendices with SWOT analysis, balanced scorecard, organizational assessment, environmental scan, and market analysis. Develop a 10-slide PowerPoint presentation summarizing your audit and recommendations for senior management. Use credible sources and APA citations, and submit both files by the specified due date.

Paper For Above instruction

The process of conducting a strategic audit is essential for understanding a company's current position and determining pathways for future success. This comprehensive analysis synthesizes past research efforts, including external and internal assessments, into a cohesive report aimed at guiding executive decisions. The strategy audit evaluates the company's value proposition, market standing, and competitive advantage, complemented by extensive environmental analysis such as Porter's Five Forces. Internal assessment involves a detailed organizational review, SWOT analysis, and a balanced scorecard approach to measure strategic performance, all supporting tailored recommendations for enhancement.

Critical to this process are identifying core strategic issues—typically 5 to 7—stemming from gaps or misalignments uncovered through analyses. For instance, a company might face challenges related to product portfolio management, organizational structure, cultural alignment, value chain efficiencies, or performance metrics. Recognizing these issues requires integration of multiple analytical perspectives, emphasizing where internal capabilities and external opportunities or threats intersect. The strategic issues identified should highlight areas where the company's internal strengths are underleveraged or external threats pose imminent risks.

Once these issues are articulated, the next step involves developing targeted recommendations aimed at resolving or mitigating these strategic gaps. For example, if the analysis suggests misalignment in product positioning, recommendations might include market segmentation adjustments or diversification strategies. If organizational structure hampers agility, restructuring or process reengineering could be pertinent. Recommendations should outline clear scope, expected impacts, and alignment with the company's vision and mission, ensuring that proposed actions enhance strategic coherence and operational efficiency.

In addition, the report must include supporting appendices with previously completed analyses that substantiate findings and recommendations. The SWOT matrix condenses strengths, weaknesses, opportunities, and threats. The balanced scorecard provides performance metrics aligned with strategic priorities. The organizational assessment, environmental scan, and market position analysis offer contextual insights that reinforce decision-making. Such comprehensive documentation ensures that insights are robust, data-driven, and credible.

The final component involves crafting a compelling 10-slide PowerPoint presentation targeted at senior management. The presentation should succinctly summarize key findings, strategic issues, and recommended actions to persuade leadership to adopt and implement strategic changes. Essential elements include a clear title, agenda, concise summaries of audit findings, prioritized recommendations, key performance metrics, potential risks and benefits, and proposed next steps. The visual design must be professional, with clarity and logical flow facilitating understanding and decision-making.

Overall, this strategic audit aims to provide actionable insights, highlighting alignment or misalignment across multiple facets of the company. By thoroughly analyzing internal and external factors, identifying critical strategic issues, and proposing targeted solutions, the report equips the company’s leadership with the necessary information to adapt effectively to a dynamic business environment, driving sustained competitive advantage.

References

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
  • Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75-85.
  • Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137-145.
  • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy (8th ed.). Pearson Education.
  • Peppard, J., & Ward, J. (2016). Beyond strategic information systems: Toward an IS capability perspective. Journal of Strategic Information Systems, 25(2), 154-171.
  • Hill, C. W., & Westbrook, R. (1997). SWOT analysis: It’s time for a product recall. Long Range Planning, 30(1), 46-52.
  • Grant, R. M. (2019). Contemporary strategy analysis (10th ed.). Wiley.
  • Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland III, A. J. (2018). Crafting and executing strategy: The quest for competitive advantage: Concepts and cases (21st ed.). McGraw-Hill Education.
  • Daft, R. L. (2016). Organization theory and design (12th ed.). Cengage Learning.
  • Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.

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