Strategic Analysis

Process of examining, using one's

rationality or reason, the organization's
resources, and how they relate with each
other to formulate a strategy to meet
objectives and improve performance
examining, rationality, reason, surroundings,
resources, strategy, objectives, performance
Stategic analysis

Understanding of an organization's internal and

external environments to create a strategy for
better utilization of resources in the pursuit of the
organization's objectives and priorities. it is drawn
from facts, data, and instructions at hand

internal, external, strategy, resources, objectives,

priorities, facts, data, instructions
Intuitive thinking

sensing or knowing without using rational processes such as reading

facts and instructions

sensing, rational
intuitive thinking: ___ or knowing without using ___ processes such as
reading facts and instructions

intuition
something that is known or understood without proof or evidence

understood, proof, evidence

intuition: something that is known or ___ without ___ or ___

intuitive thinking
making choices or decision according to hunches or gut feelings
without knowing the reason why
What is Strategic Analysis?
Strategic analysis refers to the process of
conducting research on a company and its
operating environment to formulate a
strategy. The definition of strategic
analysis may differ from an academic or
business perspective
Vision, Mission, and Values
To develop a business strategy, a company needs a very
well-defined understanding of what it is and what it
represents. Strategists need to look at the following:

Vision – What it wants to achieve in the future (5-10 years)

Mission Statement – What business a company is in and
rallies people
Values – The fundamental beliefs of an organization
reflecting its commitments and ethics
 Strategic Analysis Process
The following infographic
demonstrates the strategic analysis
process:
Strategic thinking emphasizes the need to balance today’s
performance with future opportunity in order to manage
risk and navigate through the uncertainty of the business
landscape.Based on two decades of experience as well as
targeted research with more than 20,000 professionals in
176 countries around the globe, we have identified six skills
that, when mastered and applied together, allow leaders to
truly think and act strategically:
Anticipate: The ability to foresee changes at the periphery
and adapt to evolving conditions is imperative. Embrace the
uncertainty in the marketplace as a source of potential
advantage, rather than a threat, and stay vigilant in
monitoring emerging trends both within and outside your
industry that might blindside the organization or uncover
opportunities for innovation.
Challenge: Rather than accepting conventional wisdom at
face value, challenge long-standing assumptions and
examine sources of uncertainty to understand how they
may impact expected results. Reframe a problem from
several angles to understand its root causes, and seek out
diverse views to see multiple sides of an issue.

Interpret: Strategic thinkers continually demonstrate

curiosity to connect multiple data points in new and
insightful ways to make sense of complex, ambiguous
situations. Use both analytic reasoning and seasoned
intuition to recognize meaningful patterns, and test
multiple working hypotheses before coming to any
conclusions.
Decide: Decision-making is an important aspect of strategic thinking,
and it is necessary to show the courage to set a distinctive strategic
direction and make tough choices, even with incomplete information.
Balance long-term investment for growth with short-term pressure for
results when making decisions, and balance speed and rigor when
making complex decisions, especially in fast-moving environments.

Align: Even the most strategic leaders must engage stakeholders to

understand change readiness, manage differences and create buy-in to
ultimately drive the organization forward. Identify those who have a
significant stake in change initiatives or strategies, and assess
stakeholders’ tolerance of and motivation for change to pinpoint and
address conflicting interests. By rallying the team around a compelling
strategic vision, you will ensure the right capabilities, resources,
commitments and accountability metrics are in place to implement
strategic initiatives.
Learn: Continuously reflecting on successes and
failures to improve performance and decision-
making is key to being strategic in the long-term.
Learn from interactions with various customers,
partners and market segments to better predict
industry shifts to make your company more
adaptive in the face of change and competition.
Don’t be afraid to encourage experiments as a
source of innovation, and conduct ongoing check-
ins and after-action debriefs to surface early
indicators of success and failure.