|Confirm your chosen strategic alternative:|
PART 1: GAP ANALYSIS & RESOURE/CAPABILITY DEVELOPMENT FOR NEW BUSINESS STRATEGY/DIRECTION
|FUNCTIONAL AREA||Identify resource & capability gaps and development
What activities need to take place to create new functional and operational resources & capabilities?
|KPIs & TARGETS|
|Describe what kind of funding will be required and where the financial resources will come from…|
|Describe what kind of innovation will be required and how the resources for R&D will be transferred, developed or acquired…|
|Research & Development|
|Describe the staffing process, including restructuring of the organization if required ….|
PART 2: FUNCTIONAL & OPERATIONAL STRATEGY IMPROVEMENTS FOR EXISTING BUSINESS STRAGEY
|CRITERIA||FUNCTIONAL & OPERATIONAL STRATEGIES (ACTION PLAN)||KPIs||TARGET|
|Enter strategic issue 1 from worksheet 10||Please note this strategic issue have been partly resolved with the strategic alternative and capabilities developed in Part 1. You can simply refer to Part 1 but you can also still add other activities here. Please describe activities such as new marketing loyalty programs or advertising campaigns, a new software implementation to improve data or inventory management, etc More than one activity can be listed for one strategic issue. Be creative but also cognizant of the financial implications. Your activities cannot be at the scale of previous strategic alternatives!||For example how many new members will be joining your new loyalty program in year 1, 2 and 3.|
|Enter strategic issue 2||For example, when will the new inventory software be implemented and rolled out, and when will improvements be visible?|
|Enter strategic issue 3|
PART 3: CONSOLIDATED TIMELINE
No new activities will be created in Part 3. The table below merely displays the activities from Part 1 & 2 in a time sequence and confirms the KPIs that will be achieved.
|Short term (specify time eg 1-2 years)||Mid term (specify time)||Long term ( specify time)|
|Enter key activities (and KPIs) from Part 1 & 2|
Refer back to the big problem and taking the KPIs from the table above, conclude how the company will have changed as a result of the new strategic alternative and functional changes that will address all previously identified strategic issues.