1. D39BU – Business Management in the Built Environment
Lesson Two : Environmental scanning and STEEP Analysis
Adapted from the Heriot Watt University ppt slides

2. Diagram showing the process of strategic planning – a 7-step model
D39BU – Business Management in the Built Environment
Diagram showing the process of strategic planning – a 7-step model
Vision & mission
Swot analysis
STEEP & Scenarios Planning
feedback
Strategic analysis & options
decision making
feedback
implementation
Evaluation & monitoring

3. Strategy Implementation
Business Management in the Built Environment
A Model of Strategy Process
The Built Environment
Environment
Resource Capability
Strategic Analysis
Strategic Capability
Identifying Options
Strategy Implementation
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
Strategic Choice
Stakeholder Expectations
Organisational Structure
Selecting a Strategy 3

4. Business Management in the Built Environment
Environmental analysis
Macro environment
STEEP Analysis
Industry
Environment
Suppliers
Competitors
Customers
SOCIAL
POLITICAL
TECHNOLOGICAL
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
ENVIRONMENTAL
ECONOMICS
Pg 4 unit 5 4

5. Business Management in the Built Environment
Auditing Environment Influences
Strategic Analysis
STEEP ANALYSIS
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
POLITICAL
SOCIAL
TECHNOLOGICAL
ECONOMICS
ENVIRONMENTAL 5

6. Business Management in the Built Environment
Environmental analysis: The STEEP ANALYSIS
SOCIAL
values / demographics / life styles
TECHNOLOGICAL
new products / innovations / technological trends
ENVIRONMENTAL
pressure groups / energy efficiency / resources
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
ECONOMICS
recession / interest rates / inflation / tax
POLITICAL
election / policy / budget / legislation 6

7. Business Management in the Built Environment
Auditing Environment Influences
Strategic Analysis
STEEP ANALYSIS
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
When Should STEEP be used?
Times of Uncertainty
Times of Information Overload
Times of Disorganization 7

8. Business Management in the Built Environment
Auditing Environment Influences
Strategic Analysis
STEEP ANALYSIS
Comprehend the element of the environment
Assess interrelationships between trends
Relate trends to issues
Forecast the future direction of issues
Derive implications
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL. 8

9. Business Management in the Built Environment
Auditing the Built Environment
SOCIAL
Strategic Analysis
Affordable Housing
POLITICAL
PFI / PPP
ENVIRONMENTAL
TECHNOLOGICAL
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
Waste Management
ECONOMICS
Systems Building
Recession
Note:*
PFI = Private Finance Initiatives
PPP = Public Private Partnerships 9

10. Business Management in the Built Environment
Auditing the Built Environment
Affordable Housing
Strategic Analysis
*PFI / PPP
Systems Building
Recession
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
Waste Management
Note:*
PFI = Private Finance Initiatives
PPP = Public Private Partnerships 10

11. Business Management in the Built Environment
Resource & Strategic Capabilities
Strategic Analysis
SWOT ANALYSIS
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
STRENGTHS
THREATS
WEAKNESSES
OPPORTUNITIES 11

12. Business Management in the Built Environment
Resource & Strategic Capabilities
Internal Audit
STRENGTHS
WEAKNESSES
(Potentially) Negative Factors
Positive Factors
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
OPPORTUNITIES
THREATS
External Audit 12

13. Business Management in the Built Environment
Resource & Strategic Capabilities
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
STAFF
TURNOVER
PROFIT
GROWTH
STAFF
POOR MARKET
LOW PROFIT
INNOVATION
DIVERSIFY
ALLIANCES
SKILLS
FUNDING
ECONOMY
STAFF LEAVE
TECHNOLOGY
CASH FLOW
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
SWOT Summary
STEEP & SWOT Analysis / Interpretation 13

14. Business Management in the Built Environment
STEEP & SWOT Analysis & Interpretation
STEEP & SWOT Analysis / Interpretation
Use in conjunction with other techniques
Porter’s Five Forces
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
Porter’s Generic Strategies
Boston Consulting Group Matrix
Diversification Analysis 14

15. Analysis of strategic position of the organisation
Business Management in the Built Environment
Analysis of strategic position of the organisation
Identify key
Forces through
5-Forces structural
analysis
Audit the envm
influences
Strategic position
Identify the
firm’s position
In the industry
Examine and idendify
Opportunities and threats
Through SWOT
Examine the nature of envm
Pg 2 of Unit 5

16. Analysis of strategic position of the organisation
Business Management in the Built Environment
Analysis of strategic position of the organisation
Identify key
Forces through
5-Forces structural
analysis
Audit the envm
influences
Strategic position
Identify the
firm’s position
In the industry
Examine and idendify
Opportunities and threats
Through SWOT
Examine the nature of envm
Pg 2 of Unit 5

17. Michael Porter’s 5 forces
Business Management in the Built Environment
Michael Porter’s 5 forces
Potential Entrants
Threat of Entrants
Suppliers
COMPETITIVE RIVALRY
Buyers
Bargaining Power
Bargaining Power
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
Threat of Substitutes
Substitutes 17

18. Business Management in the Built Environment
MICHAEL PORTER’S 5 FORCES MODEL /THEORY FOR STRUCTURAL ANALYSIS OF COMPETITIVE ENVIRONMENT

19. Business Management in the Built Environment
Exam question: (for discussion)
Critically appraise Porter’s five forces model,
provide a view on the school of thought
that underpins the model and explain
how the model could be used by
a built environment organisation
to develop organisational strategy.
REFER TO Pg : 4-7 OF UNIT 5 (TEXT)
This question will be discussed in lesson 5

20. The UK Construction Industry (GDP)
Business Management in the Built Environment
The Built Environment:
The UK Construction Industry (GDP)
STEEP ANALYSIS
Public / Private (Spending)
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
Civils
Construction
Housing
R & M
Strategic Direction (Markets / Portfolio / Competition) 20

21. The Singapore Construction Industry (GDP)?
Business Management in the Built Environment
The Built Environment:
The Singapore Construction Industry (GDP)?
STEEP ANALYSIS
Public / Private (Spending)
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL.
Civils
Construction
Housing
R & M
Strategic Direction (Markets / Portfolio / Competition) 21

22. Business Management in the Built Environment
Challenges in the Built Environment
Industry Statistics:(Companies / Employment)
Client Involvement:(Novice / Enlightened)
Characteristics:(Project-based / Sub-Contracting)
Procurement:(Contractual Governance / Route)
Modern Methods of Construction:(incl. Environmental)
Future Strategies:(Consolidation / Merger / Acquisition)
RATIONALE: THE BASIC PREMISE FOR THIS STUDY WAS TO FIRST ESTABLISH EVIDENCE THAT TEAMS REALLY DO INFLUENCE PERFORMANCE AND IN THIS CASE AT A PROJECT LEVEL WITHIN THE CONSTRUCTION ENVIRONMENT. SECONDLY, PROVIDE A FRAMEWORK THAT PERMITS ANALYSIS WHILST AT THE SAME TIME PROVIDES INSIGHT, IDENTIFING STRENGTHS AND WEAKNESSES WITHIN THE TEAM DYNAMIC THAT ALLOWS MANAGEMENT TO MAKE INFORMED DECISIONS DIRECTLY RELATED TO ENHANCING THE PERFORMANCE OF CROSS-FUNCTIONAL TEAMWORKING (HPXfT).
TEAM WORKING: IS A RESILIENT MANAGEMENT THEME WITH A LONG HISTORY OF RESEARCH. THE VOLUME OF TEAM WORKING MATERIAL IS TESTIMONY TO THE ENDURING APPEAL OF TEAM WORKING PHILOSOPHIES. IN RECENT YEARS THE TRADITIONAL PERSPECTIVE WHICH WAS IN SOMEPART BENEVOLENT IN NATURE HAS BEEN REPLACED WITH A MORE BUSINESS ORIENTATED FOCUS. IN OTHER WORDS ‘TODAY, THE OBJECTIVE IS STRATEGIC RATHER THAN OPERATIONAL’.
PERFORMANCE MANAGEMENT: ALONG WITH THE CHANGE IN TEAM IDEALS, PERFORMANCE MANAGEMENT HAS DEVELOPED AS A SPECIFIC CORPORATE DISCIPLINE. HISTORICALLY PERFORMANCE MANAGEMENT HAS FOCUSED ON THE FINANCIAL ASPECTS OF BUSINESS. IN 1992 KAPLAN & NORTON DEVELOPED THE ‘BALANCED SCORECARD’ CONCEPT IN ORDER TO PROVIDE A MORE HOLISTIC MEASUREMENT OF CORPORATE WELL-BEING. IDENTIFYING FOUR DISTINCT PERSPECTIVES THAT DRIVE PERFORMANCE.
TEAM & PERFORMANCE: AT PRESENT THERE ARE SOME CONTRADICTIONS IN BUSINESS PRACTICE FOR EXAMPLE TEAMWORKING STRUCTURES (AT A PROJECT LEVEL) MATCHED WITH INDIVIDUAL APPRAISAL AND REWARDS AT A COMPANY LEVEL. 22

23. As the senior executive of a built environment
Business Management in the Built Environment
Discussion & assignment (exam
Question)
As the senior executive of a built environment
firm, critically appraise and discuss what you
consider to be the key issues and their impact upon the environment within which the organisation competes. Furthermore clearly explain how these issues affect the organisation’s strategy.