MODULE STRATEGIC BUSINESS ANALYSIS.

ICCT Colleges Foundation, Inc.

Strategic Business Analysis–CAE07
ACTIVITY/ASSIGNMENT – CHAPTER 4

AL Vincent Miravalles TA190719 .

CHAPTER 4 THE 4th BIG QUESTION: HOW CAN THIS BE

ACHIEVED?
ACTIVITY/ASSIGNMENT (5 pts)
SHORT ESSAY QUESTION
Direction: Discuss or explain what is being asked.
(5pts./each)

1. Organizations has its vision how can management learn and

improve to achieve that vision?

Having established the need for change, it is important to express that

need in a form that can be understood by all. Measurable performance
indicators are important but people need co quickly have ‘a feel’ for what is
required. A clear statement of where the organization is going is essential.

Communication the Vision: Transformation is impossible unless

employees can be convinced that it is achievable. Employees may have to
make sacrifices and tolerate job losses amongst colleagues. Senior executives
must show commitment to change by what they do and be aware of the
symbolic nature of their actions.

Empowering others to act on the vision: The system and culture of the
organization must be aligned to the vision outlined. The activities of the
organization must be compatible with the vision of the future aspired to.
Modelling value chains and culture webs before and after the change initiative

can allow people to focus on the requirements of the change process.

2. To satisfy their customers what management process must they

excel at?

This perspective allows managers to see how well their business is

performing based on whether their products and services are meeting the
needs of their customers. Carefully designed metrics will be needed to monitor
this area.

Customer: To succeed financially a company needs to create value for its

customers (i.e. what do our customers value and what would they like to see
improved – can we measure our progress on these issues?).
3. How organization define the work processes and tools to enable
their people to be effective as they address their top priorities?

Time spent clarifying and honing work processes, and making them
explicit and accessible to employees can reduce rework and reinvention. The
effort can also contribute to consistency and improving levels of quality. This is
gold to any nonprofit, but it's particularly valuable when an organization is
struggling to increase impact on a tight budget or embarking on an expansion
plan.
Consider the experience of KIPP, a charter management organization
currently operating schools in 19 states and the District of Columbia. In 2000,
when KIPP had only two schools (both high performing), the organization
received a large grant to replicate its efforts across the country. KIPP's small
leadership team recognized that in order to grow successfully, they would
need to articulate the work processes—both programmatic and administrative
—that had made the model so effective in the first place. These processes
included, for example, how to build a strong local board, budget for a new
school, and hire the right teachers. To codify these processes, the
organization's leaders documented the steps they had taken to set up their first
two schools. By doing this, they ensured that the principals in each new KIPP
school did not have to spend time reinventing the fundamentals of the model
and could, therefore, spend more time focusing on educating the students.