Strategic Analysis and Problem Solving Format

Analysis Summary GuidelinesAn iterative process for case

& report preparation

Phase “A” Strategic Issue (the “fundamental”

problem) that must be addressed More than one issue—almost always! All issues are important, some more so

than others To not identify the “issue” and act on it

correctly is a possible setup for a program/strategy failure—the “fatal flaw”

Phase “B” Relevant (most) Data/Information

Current mission/strategies/programs Current Financial conditions Customers/Market Competition (all the above and more) Economy/Environment Industry Consistency of the strategic issue(s) and

gathered information/data

Phase “C” Best Solutions (4) Intellectual qualities such as practical,

creative, imagination, innovation, insightful, and realistic are needed in sometimes generous amounts; characteristics such as tunnel-vision, myopic, “we-have-always-done-it-this-way” are frequently dysfunctional and clearly not needed.

Phase “D” Best-of-the-best Solutions

Optimizing may be a relevant consideration, e.g. sometimes you can’t be prefect

Phase “E” The operations and execution of the strategy Objectives, strategy(is), policies, programs,

costs, and revenues Objective(ies): Policies Strategy(ies): Program(s): Estimate/Actual Costs: Projected Revenues: Time phase for items 1-6

Phase “F” Evaluation Feed Back A “system” to measure the process

and results The evaluation “system” may be

qualitative; it must be quantitative Evaluation and feedback closes the

“system” and informs the decision-maker and others of progress/results

Contemporary Management Stewardship

Process Culture/Organization Results (positive outcomes e.g. profit) Ethics/Social Responsibility Leadership/morality Employees and Stakeholders Right to Supervise Change