Description
On this paper talk strategic management advisory worksheet.
STRATEGIC MANAGEMENT ADVISORY WORKSHEET
This worksheet contains two sections. The first section contains a list of key question you can use to facilitate a discussion about strategic management. Most small businesses do not have formal strategic
management processes, but every business has a strategy. The goal is to get inside the head of the entrepreneur so that you can also think of strategy in the same way. This opens up the opportunity to bring
additional value to your role. The second section summarizes (on one page) the strategic management process of your organization. This should be updated annually.
1. Understanding the WHY/Thinking in the future State RESPONSE
What are your organization’s/entrepreneur’s objectives? (Personal, corporate, financial, life…)
Mission: Why do they (owner/organization) do what they do?
Vision: What do they (owner/organization) want to become/achieve?
Values: What behaviors/beliefs does your client strongly represent in running their business?
2. Current Assessment/ Thinking in the current state RESPONSE
Why does the organization make money? What's special about this business? What's the business’ competitive advantage? (Strengths)
What are the key strategic risks that could jeopardize the viability of the business? (Threats)
What are the key strategic risks that could propel the business to a new level? (Opportunities)
How does the organization make money? What are we really good at and where are their areas of challenges? (Strengths and Weaknesses)
Read the financial statements of the company and document your assessment of profitability, financial strength, cash flow generation, availability/access to
capital. (Strength/Weakness)
3. Strategy development/ Thinking about transition from current to future RESPONSE
What type of corporate strategy is the business pursing and how are we approaching it? GROWTH (growing the business), STABILITY (Maintaining the current
level of profitability), RETRENCHMENT (turnaround, divestiture)
How does you organization compete? (Lowest price, excellence in service, unique product/service, reputation…)
What goods/services does your organization supply to the market and what is the value proposition? Describe the product/services provided identifying the
key distinguishing features that make them successful.
Define your target market (geographic, customer profile, product/service type)?
Who are your key competitors and on what basis does each compete against you?
What are your key strategic initiatives for the current year? (You can later identify and classify whether the objectives are corporate, business, or functional in
nature)
How is strategy formulated for your organization (Insight (e.g. of the entrepreneur), Formal management planning processes (e.g. budgets, strategic planning),
Response (ad hoc))
4. Performance Management RESPONSE
How does you organization measure success? (look for more indicators than just financial, limit to top three)
What key financial indicators (lagging) does the organization use as a benchmark of performance?
What key non-financial Indicators (leading/lagging - customer, process, people) does the organization use as a benchmark of performance?
How is performance management achieved? (consider frequency of measurement, reporting tools used, management response to changing assumptions)
STRATEGIC MANAGEMENT ADVISORY WORKSHEET
Company
Name:
Completed by: This strategic assessment was last updated: date
1. Understanding the
WHY/Thinking in the
future state
2. Current assessment/ Thinking in the present
state
3. Strategy development/ Thinking
about transition from current to future
4. Performance
Management
Measure Measure Measure
Maintain a current view of the strategic drivers for the business by
tracking and keeping an updated SWOT Analysis.
Corporate strategy statement (growth, stability,
retrenchment): (documented in your own words after
discussing with other executives)
Key financial
measures
Prior
Year
Current Target
Mission/purpose: (documented in your
own words after discussing with other
executives)
HINT: You may use analytical tools such as PEST, Porters 5 Forces,
VRIO Analysis, Value Chain Analysis to help with your SWOT.
Reasons for pursing current
strategy
Concerns with doing it
Strengths Weaknesses
Vision/future state: (documented in
your own words after discussing with
other executives)
Business strategy (competitive positioning/value
proposition): (documented in your own words after
discussing with other executives)
Key non-financial
measures
Prior
Year
Current Target
Values/key beliefs (list)
Opportunities Threats
Ongoing strategic initiatives Corporate/
Business/
Functional
Mechanisms for management response:
Key objectives of the
organization/owner (list)
Financial Position
Assessment:
Your opinion (strong,
weak, growing…)
Amount
(optional)
Sales
Profitability
Financial strength
Access/availability of
capital
Cash flow
generation/needs
doc_344996127.pdf
On this paper talk strategic management advisory worksheet.
STRATEGIC MANAGEMENT ADVISORY WORKSHEET
This worksheet contains two sections. The first section contains a list of key question you can use to facilitate a discussion about strategic management. Most small businesses do not have formal strategic
management processes, but every business has a strategy. The goal is to get inside the head of the entrepreneur so that you can also think of strategy in the same way. This opens up the opportunity to bring
additional value to your role. The second section summarizes (on one page) the strategic management process of your organization. This should be updated annually.
1. Understanding the WHY/Thinking in the future State RESPONSE
What are your organization’s/entrepreneur’s objectives? (Personal, corporate, financial, life…)
Mission: Why do they (owner/organization) do what they do?
Vision: What do they (owner/organization) want to become/achieve?
Values: What behaviors/beliefs does your client strongly represent in running their business?
2. Current Assessment/ Thinking in the current state RESPONSE
Why does the organization make money? What's special about this business? What's the business’ competitive advantage? (Strengths)
What are the key strategic risks that could jeopardize the viability of the business? (Threats)
What are the key strategic risks that could propel the business to a new level? (Opportunities)
How does the organization make money? What are we really good at and where are their areas of challenges? (Strengths and Weaknesses)
Read the financial statements of the company and document your assessment of profitability, financial strength, cash flow generation, availability/access to
capital. (Strength/Weakness)
3. Strategy development/ Thinking about transition from current to future RESPONSE
What type of corporate strategy is the business pursing and how are we approaching it? GROWTH (growing the business), STABILITY (Maintaining the current
level of profitability), RETRENCHMENT (turnaround, divestiture)
How does you organization compete? (Lowest price, excellence in service, unique product/service, reputation…)
What goods/services does your organization supply to the market and what is the value proposition? Describe the product/services provided identifying the
key distinguishing features that make them successful.
Define your target market (geographic, customer profile, product/service type)?
Who are your key competitors and on what basis does each compete against you?
What are your key strategic initiatives for the current year? (You can later identify and classify whether the objectives are corporate, business, or functional in
nature)
How is strategy formulated for your organization (Insight (e.g. of the entrepreneur), Formal management planning processes (e.g. budgets, strategic planning),
Response (ad hoc))
4. Performance Management RESPONSE
How does you organization measure success? (look for more indicators than just financial, limit to top three)
What key financial indicators (lagging) does the organization use as a benchmark of performance?
What key non-financial Indicators (leading/lagging - customer, process, people) does the organization use as a benchmark of performance?
How is performance management achieved? (consider frequency of measurement, reporting tools used, management response to changing assumptions)
STRATEGIC MANAGEMENT ADVISORY WORKSHEET
Company
Name:
Completed by: This strategic assessment was last updated: date
1. Understanding the
WHY/Thinking in the
future state
2. Current assessment/ Thinking in the present
state
3. Strategy development/ Thinking
about transition from current to future
4. Performance
Management
Measure Measure Measure
Maintain a current view of the strategic drivers for the business by
tracking and keeping an updated SWOT Analysis.
Corporate strategy statement (growth, stability,
retrenchment): (documented in your own words after
discussing with other executives)
Key financial
measures
Prior
Year
Current Target
Mission/purpose: (documented in your
own words after discussing with other
executives)
HINT: You may use analytical tools such as PEST, Porters 5 Forces,
VRIO Analysis, Value Chain Analysis to help with your SWOT.
Reasons for pursing current
strategy
Concerns with doing it
Strengths Weaknesses
Vision/future state: (documented in
your own words after discussing with
other executives)
Business strategy (competitive positioning/value
proposition): (documented in your own words after
discussing with other executives)
Key non-financial
measures
Prior
Year
Current Target
Values/key beliefs (list)
Opportunities Threats
Ongoing strategic initiatives Corporate/
Business/
Functional
Mechanisms for management response:
Key objectives of the
organization/owner (list)
Financial Position
Assessment:
Your opinion (strong,
weak, growing…)
Amount
(optional)
Sales
Profitability
Financial strength
Access/availability of
capital
Cash flow
generation/needs
doc_344996127.pdf