1. Strategic Planning Workshop 2 Environmental Scan Stakeholder Engagement SWOT Analysis

2. Strategic Planning involves Identifying where the organisation is currently; Assessing how the external environment is likely to affect the organisation; Deciding what alternative actions are possible to reach the vision and mission; Choosing an action or a number of actions; and Implementing the choices, making educated guesses about the future based on as much information as can be gathered. Looking across the whole organisation

3. Strategic Planning focused on time frames of three to five years into the future Dependent on the rate of change affecting the organisation. Is an externally driven process

4. The Steps in Strategic Planning 1. Identify the organisation's mission, objectives and strategies. 2. Analyse the environment in which the organisation is operating. 3. Identify opportunities and threats to the organisation, 4. Analyse the organisation's resources. 5. Identify the strengths and weaknesses of the organisation, 6. Review the organisation's mission and objectives. 7. Formulate strategies to achieve desired goals. 8. Implement strategies, 9. Evaluate the results,

5. Stakeholders A stakeholder is any person, group, or entity that can place a claim on the organization's attention, resources, or output, or is affected by the output. Evaluate the involvement of of stakeholders External / internal Criteria used by them to assess organisational performance? How do they influence the organisation? What does the organisation need from them? How important are they? Key ?

6. Internal stakeholders Other Organisations CustomersSuppliers Government Unions Community Environment Financiers Competitors

7. Stakeholder Support Ethical issuesPossible Expectations Management working conditions, safety, privacy, conflict of interest, codes of conduct etc short term profits, prestige, growth, personal power Employees honesty, secrecy, confidentiality, compliance, appeal mechanisms communication, consultation, equity and fairness of treatment and renumeration Unions employee rights, good faith, open communications employment, conditions of employment, consultation on change Shareholders fair disclosure, insider trading, profit vs non-profit goals dividends, consistent and reliable growth, no surprises Local communities community economic and social obligations employment, expertise, social and economic benefits Financiers fair disclosure, insider trading, profit vs non-profit goals profit and growth, consistent repayments Society corporate philosophy and behaviour, ecology and the environment employment Customers safety, deceptive advertising, keeping corporate promises, fair disclosure favourable buying terms, incentives, relationship, information Government regulations and compliances, ethical vs legal position, lobbying, role of business in politics jobs and tax revenue Competitors fair competition, industrial espionage, collusion, dumping, predatory pricing

8. Environmental Scan Monitoring the environment is important because: Responsiveness to environmental issues may be a source of competitive strength Vulnerability to environmental influences Most companies don’t have the resources to alter their environment – they must respond to environmental changes To be successful organisations need to understand their environment

10. Environmental analysis Political Economic Social Technological

11. Political Factors Political factors include government regulations and legal issues and define both formal and informal rules under which the firm must operate. Some examples include: tax policy employment laws environmental regulations trade restrictions and tariffs political stability

12. Economic factors Economic factors affect the purchasing power of potential customers and the firm's cost of capital. The following are examples of factors in the macro economy: economic growth interest rates exchange rates inflation rate

13. Social Factors Social factors include the demographic and cultural aspects of the external macro environment. These factors affect customer needs and the size of potential markets. Some social factors include: health consciousness population growth rate age distribution career attitudes emphasis on safety

14. Technological factors Technological factors can lower barriers to entry, reduce minimum efficient production levels, and influence outsourcing decisions. Some technological factors include: R&D activity automation technology incentives rate of technological change

15. Business Industry Environment General Environment Industry Characteristics Suppliers, Competitors, Customers Technological, Political/ legal. Social, Demographic, Economic, Global

16. Environmental Forces BROAD BASED ENVIRONMENTAL FORCES Economic forces Governmental forces Technological forces Global forces Social forces Demographic forces

18. SWOT Analysis SWOT analysis can give you a solid basis for developing both strategies and plans. It's a systematic way to examine : the organisation's internal strengths (S) and weaknesses (W), and Threats (T) and opportunities (O) in its external environment.

19. POSITIVE/ HELPFUL to achieving the goal NEGATIVE/ HARMFUL to achieving the goal INTERNAL Origin facts/ factors of the organization Strengths Things that are good now, maintain them, build on them and use as leverage Weaknesses Things that are bad now, remedy, change or stop them. EXTERNAL Origin facts/ factors of the environment in which the organization operates Opportunities Things that are good for the future, prioritize them, capture them, build on them and optimize Threats Things that are bad for the future, put in plans to manage them or counter them

20. Information Sources - Research Working with employees to draw on their expertise – (e.g. brainstorming, focus groups) Obtaining data the organisation may already have - (e.g.. Competitor files) Collection of original information on markets e.g customer surveys Using Industry publications e.g census information, trade journals, internet Primary (original sources)Secondary (existing documentation) Internal External

21. Data Sources - Internal Primary sources: Focus groups Brainstorming sessions & meetings Secondary sources: Financial Reports Statistical Databases Annual Reports Previous Investment & Business plans

22. Data sources - External Technology: Industry & Trade Associations, Scientific Reports & Journals, Suppliers Legal : Industry trade Associations, Social: ABS, Statistical information Survey of Consumers: ABS, Industry Surveys, Customers Demographic: Economic bulletins, ABS, Business Chamber, Industry Surveys Economic: Economic Indicators, ABS, Bank Economic Reports, Industry Associations Industry Specific: Industry Surveys, ABS, Industry Associations, Industry Journals