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Organisational Analysis

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Page 1: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Organisational Analysis

Page 2: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

External models• PESTLE• TEMPLES – Boston Matrix, Porter’s 5 ForcesInternal models• Organisational style, Culture, Values• SWOT• Force Field Analysis

Drivers for change

Page 3: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

SWOT Analysis Framework

Environmental Scan / \

Internal Analysis External Analysis

/ \ / \Strengths

Weaknesses Opportunities

Threats

SWOT Matrix

Page 4: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

• Political • Economic• Sociological • Technological • Legal • Environmental

PESTLE Analysis

Page 5: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

• Technological • Economic• MARKETS• Political • Legal • Environmental• Sociological

TEMPLES Analysis

Page 6: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

The Competitive Situation - Porter's Five Forces

Current Competition

Supplier Power

Buyer Power

Potential entrants

SubstitutesPorter, M.E. (1980) Competitive Strategy, Free Press, New York.

Page 7: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Bruce Henderson Boston Consulting Group (1970)

Page 8: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Analysis of Your Enterprise PositionStars Cash Cows Question Marks Dogs

High growthHigh share

Low growthHigh share

High growthLow share

Low growthLow share

Business is likely to generate enough cash to be self sustaining. Recommended tactics:•promote aggressively•expand your product or service•invest in R & D

Business can be used to support other business units.•defend & maintain

Business requires a lot of cash to maintain market share.•invest more cash•or, divest

Business is a cash trap.•focus on short term•avoid risky project•limited future

Page 9: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Organisational Culture

Charles Handy, The Gods of Management

Page 10: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

McKinsey 7S model

Hard Elements Soft ElementsStrategyStructureSystems

Shared ValuesSkillsStyleStaff

Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: 14.

Page 11: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

McKinsey 7S model

Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: .

Page 12: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Lewin K. (1943). Defining the "Field at a Given Time."

Page 13: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT
Page 14: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Cultural Web –power and readiness

Page 15: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT
Page 16: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Mendelow’s Power / Influence Matrix

Page 17: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Stakeholder Mapping

Red =Relationship not functioning well

Green =Good positive relationship

Yellow=Relationship needs work

Large circles= large influence

Line strength=strength of communication

Near circles= Importantrelationship

Taylor Made Solutions 2009

Page 18: Organisational Analysis. External models PESTLE TEMPLES – Boston Matrix, Porter’s 5 Forces Internal models Organisational style, Culture, Values SWOT

Utilising appropriate models and frameworks to conduct a structured analysis of current drivers for change, identify the impact of these particular drivers on your current role in your organisation context

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