STUDENT

GUIDE

BSBSTR602
DEVELOP
ORGANISATIONAL
STRATEGIES
First published 2021

Version 1.1

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BSBSTR602 Develop organisational strategies | 2

BSBSTR602 Develop organisational strategies | 3
 Contents

Overview 4
Topic 1: Strategic planning, vision and mission of the organisation 5
Topic 2: Analyse internal and external environment 12
Topic 3: Develop and implement strategic organisational plan 22

BSBSTR602 Develop organisational strategies | 4

 Overview

The Student Guide should be used in conjunction with the recommended reading and any further
course notes or activities given by the trainer/assessor.

Application of the unit

This unit describes the skills and knowledge required to establish the strategic direction of the
organisation, sustain competitive advantage and enhance competitiveness. It covers analysis and
interpretation of relevant markets, capability assessment of the organisation and analysis of the
organisation's existing and potential competitors and allies. It also covers implementing the
strategic plan and developing specific actions and initiatives that will be undertaken by people
working in various roles.
The unit applies to individuals working in senior roles in the organisation who have responsibility for
ensuring that the organisation is positioned to ensure its long-term viability and success.
No licensing, legislative or certification requirements apply to this unit at the time of publication.

Learning goals
Learning goals include:
 You are able to confirm vision and mission of the organisation.
 You are able to analyse internal and external environment.
 You are able to develop strategic organisational plan.
 You are able to implement strategic organisational plan.

BSBSTR602 Develop organisational strategies | 5

 Topic 1: Strategic planning, vision and mission of
the organisation

What is strategic planning?

A strategic plan is a document that consists of organisation goals and actions required to achieve
those goals. The plan also contains any other critical elements required to complete those actions
and realise the company’s vision and mission.
Strategic planning is used for a range of purposes including, for example:
 setting priorities
 establishing where energy and resources should be focussed
 strengthening operations
 ensuring that everyone involved (stakeholders, employees etc.) are all working toward
common goals
 assessing the everchanging environment and making necessary adjustments to the
organisation’s direction in response.
Strategic planning helps make fundamental decisions and actions that shape and guide what an
organisation is, who it serves, what it does, and why it does it, focussing on the future.
Effective strategic planning articulates where an organisation is going, the required actions needed
to make progress and how it will know if it is successful, i.e., which key performance indicators will
assess this.

Activity: Research

Research Henry Mintzberg's ten schools of thought. What role does Henry
Mintzberg's theory play strategic planning?

Strategic Plan Process

Gather Fact SWOT Analysis Review Inputs

Strategic Matrix Define Strategies Review & Adjust

BSBSTR602 Develop organisational strategies | 6

Gather Inputs Strategic Matrix
 From all stakeholders  All Stakeholders
 Customer analysis  Define Strategies to address
SWOT combinations:
 Industry analysis
o Opportunities vs
 Environmental
Strengths
 Company performance
o Opportunities vs
 Company strategy Weaknesses
o Threats vs Strengths
SWOT Analysis
o Threats vs Weaknesses
 External Analysis
o Opportunities Define Strategies
o Threats  Objectives
 Internal Analysis  Key Strategies
o Strengths  Short and Long Term Goals
o Weaknesses  Operational Plans
 Strategic Questions
 Strategic Issues Final Reviews
 All Stakeholders
Review Inputs  Review Strategies
 All Stakeholders  Review Goals
 Review Inputs  Review Plans
 Review SWOT Analysis  Adjust as necessary
 Define 3-4 key statements

BSBSTR602 Develop organisational strategies | 7

 Image by fauxels on Pexels

BSBSTR602 Develop organisational strategies | 8

 Strategic Planning Cycle

Goals
How can we improve? Where do we want to go?

Desired
Results
Outcomes
Mission

How did we do? How do we get there?

Measures &
Strategies
Targets

How do we measure success?

Entry

Where do
we want to
go?
How do we
measure Where are
what we are we now?
doing?

Strategic Planning Process –

Planning organisation’s
How will we
Who will do strategic direction achieve the
what?
future?

What are
What do we
the missing
need to do?
links?

BSBSTR602 Develop organisational strategies | 9

 Activity: Watch

Watch the following video on how to write a good mission statement.

Video: http://www.youtube.com/watch?v=LJhG3HZ7b4o (03:51)

Strategic Frameworks
These include looking at an organisation's:
 vision statement  strategies to accomplish visions
 mission statement  goals; and
 core values that an organisation may  action plans.
uphold

Activity: Read

Visit the Brisbane City Council website and look at their vision and strategy:
http://www.brisbane.qld.gov.au/about-council/governance-strategy/vision-strategy
and Westpac:
http://www.westpac.com.au/about-westpac/westpac-group/company-overview/our-
strategy-vision/
Different levels of organisational strategy:
http://www.quickmba.com/strategy/levels/
Take any notes to summarise what you have read and keep for future reference.

Activity: Group work

Work in pairs for this activity, dividing the work equally.

1. Review the following article which discusses what they believe are some pretty
bad mission statements: http://www.inc.com/minda-zetlin/9-worst-mission-
statements-all-time.html
Make a note of your discussions.
2. Research the mission statement for the following organisations (where
possible):
 Apple

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  IBM
 Google
 McDonald's
 Microsoft
 Coca-Cola

3. Then discuss the following responses from the following article.

https://andreatedwards.com/2012/06/mission-statements-worlds-top-10-brands/
Make a note of your discussions.
4. Research a good example for each of the following, using an organisation that is
relevant to your industry:
 Vision Statement
 Mission Statement
 Core values/beliefs
 Goals
5. Using one of the following, explain how you can ensure that an organisation's
vision and mission statements are still current and supported?
 Employee engagement and commitment
 Communication filters through the organisation
 Different forms of communication is used
 Supported through leadership and management
 Employees are inspired and motivated.
Your report should be between 1–2 pages long and be written in clear and concise
English.
Submit your report to your assessor trainer/assessor for feedback.

Purpose of developing organisational values

 Values represent the core priorities in an organisation's culture and are very important in
strategic planning. They are to be taken into account in the company's goals and objectives.
 A potential technique to develop values as part of the strategic planning process is to identify a
number of values and then to present them to stakeholders involved in the strategic planning
process to consider whether these values are essential or to rank values in terms of their
importance. Fundamental values can then be established.
 Another technique to develop values is to brainstorm these with the team from scratch and
then to refine them.

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 Activity: Read

Read the article on 4 Ways to Bring Your Organisational Values to Life:

https://www.entrepreneur.com/article/247288
Complete the table by describing the techniques for building value for an
organisation. Provide an example for each method.
Techniques
for building

Description of technique Example of technique

values
Put values front &
centre
1.
Hire based on
values
2.
Work & play by
values
3.
promote values
Reward &
4.

BSBSTR602 Develop organisational strategies | 12

Stakeholder consultation
Depending on the organisation's size, directors, and heads of departments, including human
resource information technology, finance, and customer service managers, some examples of
relevant vital stakeholders should make changes to the company vision and mission. Some global
organisations involve cluster management or a board of directors to make strategic changes,
visions and missions.

Guidelines for seeking support for the strategic planning process

 Use company vision as core to inspire key stakeholders

 Use the mission statement to envision the future
 Use dialogue to communicate and provide as much information as possible to build trust
and transparency with the stakeholders
 Be open and honest to establish performance expectations
 Seek advice from appropriate experts
 Build a business case to make changes to the vision and mission statements
 Seek endorsement from key stakeholders to implement changes.

Activity: Read

The following link provides an overall view of stakeholders:

https://asq.org/quality-resources/stakeholders
An example of stakeholders within an organisation:
https://simplicable.com/new/stakeholders
Take any notes to summarise what you have read and keep for future reference.

BSBSTR602 Develop organisational strategies | 13

 Topic 2: Analyse internal and external
environment

Developing strategic plans requires thorough research and analysis of an organisation's internal
and external environment. The research includes finding information using tools such as PESTEL,
competitor capability assessment and SWOT analysis. The study results help business leaders or
managers manage risks, costs, and build calculated ventures to realise organisation vision and
mission.

Research the external environment

Different strategies are used to collect information. Some examples include interviews,
questionnaires, studying documents/records and observation. Information or data can be collected
using internal and external sources.

Internal sources of information

Internal sources of information that a business could use to find out about its market, competitors,
customer base, vision, values and capabilities could be from:
 staff
 existing strategic plans
 internal reports.

External sources of information

External sources of information that a business could use to find out about its market, competitors,
customer base, vision, values and capabilities, could be from:
 Australian Bureau of Statistics
 Austrade
 other business' annual reports
 other business' web sites.

Activity: Research and discuss

Complete the following activity in pairs then come back as a group to discuss
answers to the following:
 Compare and contrast data and information, provide a clear example
 Provide an example of quantitative data and qualitative data

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  Name four primary data collection techniques and list at least three advantages
and three disadvantages of each.
 Provide some examples of secondary data collection techniques
 Read the information provided from this website about trend analysis.
https://www.business.qld.gov.au/running-business/growing-business/trend-analysis
Take any notes to summarise what you have read and keep for future reference

Research process
There are several steps in undertaking thorough research.

Activity: Read

Read the article about the research process.

Research Process: 8 Steps in Research Process
Suppose the Salvation Army wants is planning to make strategic changes to its
business operation. The changes will include revamping their vision and mission
statement. The company will continue to deliver the same services. Still, they want to
refresh their company image.
Complete the table by identifying two relevant stakeholders or source of information
and two types of data required for each step of the company's research.

Steps in the research Relevant stakeholders or Type of information

process source of information

1. Identify the problem 1. 1.

2. 2.

2. Review literature 1. 1.
2. 2.

3. Set research questions, 1. 1.

objectives and hypothesis
2. 2.

4. Choose study design 1. 1.

2. 2.

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 5. Decide on a sample 1. 1.
design
2. 2.

6. Collect data 1. 1.
2. 2.

7. Process and analyse data 1. 1.

2. 2.

8. Write the report 1. 1.

2. 2.

PESTLE analysis
PESTLE (political, economic, social, technological, legal and environmental) analysis is a tool that
a business can use to track the environment they are operating in. The analysis also informs the
strategic planning process and its goals and objectives.
As with a SWOT analysis, each PESTLE analysis component should be researched and
understood and then strategies established and implemented to address the PESTLE analysis
issues.

Questions that could be asked as part of a PESTLE analysis

 What is the current and likely future political state of the country? How can it affect the
industry?
 What are the key economic factors that impact current and future business results?
 What technological innovations are likely to pop up and affect the market structure?
 Is there any current legislation, regulations or codes of practice relevant to the company and
what are their impacts? Is there likely to be any change in legislation, regulations or codes
of practice for the company?
 What are the environmental issues/concerns for the company?

Activity: Read

PEST analysis: Identifying Big Picture Opportunities and Threats:

https://www.mindtools.com/pages/article/newTMC_09.htm

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 Take any notes to summarise what you have read and keep for future reference.

Seeking advice
It is a norm for businesses to seek advice from relevant stakeholders and information about their
past business experiences and opinions about outside influences on business operations. The
advice can be from internal and external sources, including management, staff, expert advice from
functional business areas; consultants, methodologies/frameworks, competitors, external expert
advice from consultants, government bodies, professional bodies, and social media links such as
LinkedIn.

Activity: Research

1. For Political, Economic, Social and Technological, provide at least five points
that address each factor.
2. Describe how a PEST analysis can assist an organisation.
3. Provide a list of steps that a business could follow to carry out a PEST analysis.
4. Research a diagram, which illustrates the "five forces analysis."
5. Consider a workplace of your choice or the college you are studying. For each of
the five forces, give a rating of high, medium or low. Explain why you have given
the chosen rating.
6. Research an industry that has either slowed down or has been negatively
impacted by the economy in recent years.
 Has the same industry suffered in previous economic downturns?
 Why would this occur and what trends are apparent?
 Compare and contrast a company's microenvironment with a company's
macro-environment.

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 Competitor capability assessment
A collection of an organisation's skills, experience, knowledge and resources is referred to as its
capabilities. It is also sometimes referred to as an organisation's ability. An organisation uses its
capabilities to produce goods and services to meet the demands of its customers. A right mix of
elements of capabilities gives an organisation a competitive advantage over their competition.
Undertaking competitor capability assessment or benchmarking is another tool for analysing the
organisation's internal and external environment. The analysis helps understand why the
competition is doing better and practices that should be avoided in developing strategic plans.
Because every organisation aims to have a sustainable competitive advantage, competition
capability assessment which is an extensive resource analysis is compulsory.

VRIN test
VRIN (value, rare, inimitable and non-substitutable) test examines competition organisation for
elements that are valuable, rare, inimitable and non-substitutable.
The idea here is to analyse what the key competition/s have/has, map them against their own
company, identify the gaps, and address the gaps by developing resources and capabilities to a
build competitive advantage.

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 The gaps are managed by:
 identifying key responsibilities within capabilities own company and using them to their full
potential
 leveraging transferability
 replicating capabilities and resources.

Activity: Read

Read the article on VRIN test:

https://www.saviom.com/blog/resources-capabilities-analysis-human-resource-
perspective/
Your company wants to launch a holographic conference software. Your key
competitions are Microsoft Teams and Zoom.
1. Conduct a VRIN test by identifying two key resources and two capabilities.
2. Identify the gaps.
3. State how you will deploy or build resources to gain competitive advantage.
Steps in

Microsoft Teams Zoom Gaps Address the gap

VRIN
Assess Value
1.
Assess Rare
2.

BSBSTR602 Develop organisational strategies | 19

 Assess Inimitable
3.
substitutable
Assess Non-
4.
Assess Resources
5.

SWOT analysis
A SWOT (strengths, weaknesses, opportunities and threats) analysis is designed to identify the
strengths, weaknesses, opportunities and threats of a business. Companies mainly use the
analysis to create effective business plans/strategies and compare with their competitors. It
provides businesses with a clear view of the advantages they have over competitors and their
possible vulnerabilities.
A SWOT analysis is conducted by researching the industry to understand the market. Then
strengths, weaknesses opportunities are identified. Following this, strategies are established and
implemented to address the issues identified from the SWOT analysis.

Questions that could be asked as part of a SWOT analysis

 What are our strengths as a business?

 What are factors that put our business at a disadvantage?
 What opportunities exist for us?
 What threats are there for our business?

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 Activity: Group work

Divide into small groups. Ensure you divide the work equally.
Consider a workplace of your choice or the college you are studying.
Conduct a mini SWOT analysis for the chosen organisation, identifying at least two
issues for each of the SWOT factors. Structure your responses.
Reflect on how easy or hard it was to conduct the analysis.

Risk management
Some risks should be taken into account in developing and implementing strategic plans such as:
 economic slowdown or slow recovery  failure to innovate or meet customer
needs
 regulatory or legislative changes
(restrictions due to COVID-19)  business interruption
 increasing competition  commodity price risk
 damage to reputation or brand  cash flow or liquidity risk
 failure to attract or retain top talent  political risk or uncertainties.

Examples of risk management strategies

 Budgetary control measures to ensure that business activities do not overrun budgets.
 Staff training and/or professional development to ensure that staff are appropriately trained
for business activities.
 Ongoing communication mechanisms to ensure all business activities are discussed.

Activity: Watch

Watch the following video on what cost-benefit analysis is and methods pf cost-
benefits analysis.
1. Video: Cost-Benefit Examples (02:02)
2. Video: Methods for cost-benefit analysis (04:07)

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 Activity: Research

Work in pairs.
Consider a workplace of your choice or the college you are studying.
 Conduct a value chain analysis using the following steps:
o Activity analysis break down

o Value Analysis

o Evaluate changes and plan for action.

Co-operative ventures
Co-operative ventures allow a company to organise themselves as limited liability company or
unlimited liability. In many cases, partners are then entirely liable for losses the joint venture may
incur. Issues to consider would be strategy and risk identification, cost-benefit analysis, and due
diligence.

Activity: Read

Read the following article:

https://www.nolo.com/legal-encyclopedia/what-joint-venture.html
Complete the table by identifying the critical features of establishing due diligence for
successful joint ventures.

Legal documents Regulatory Codes of practice Elements of joint

requirements venture agreement

E.g. Company registration E.g. Audited financial E.g. Full disclosure E.g. profit sharing
balance sheet

1. 1. 1. 1.

2. 2. 2. 2.

BSBSTR602 Develop organisational strategies | 22

 3. 3. 3. 3.

4. 4. 4. 4.

5. 5. 5. 5.

Consistency of internal and external analysis

Before going ahead with decisions about what should be included in a strategic plan, any
information requirements gathered, research, analysis of internal and external environment or
consultation with expert sources should be consistent with the perspectives of informed people.
This would ensure that the research aligns with the organisational goals and objectives, culture,
values, standards, and legal compliance.
Leaders, managers and supervisors, expert consultants and internal experts would require
consultation, presentation and discussion on these matters before writing the strategic plan.

Activity: Research

Research legislation, regulations and codes of practice relevant to an organisation's

strategic plan.
Complete the table by identifying legislation, regulations and codes of practice
relevant to organisation's strategic plan

Legislation Regulations Codes of practice

1. 1. 1.

2. 2. 2.

BSBSTR602 Develop organisational strategies | 23

3. 3. 3.

4. 4. 4.

5. 5. 5.

BSBSTR602 Develop organisational strategies | 24

 Topic 3: Develop and implement strategic
organisational plan

The key to writing an effective strategic plan is to document relevant research and background for
inclusion in the strategic plan and develop objectives and strategies pertinent to achieving the
organisation’s mission. The strategic plan must detail each strategy with a priority, a timeframe,
responsible stakeholders and measurable performance indicators. It must also identify risks and be
accompanied by a risk management plan. The strategic plan and risk management plan must be
circulated to relevant stakeholders for feedback and endorsement before implementation. Upon
approval, the strategic plan must be implemented using action plans. Its progress must be
evaluated on an ongoing basis.

Writing the strategic plan

A strategic plan outlines an organisations purpose, goals and approaches that it will use to attain
goals. The plan is an integral part of business continuity. It requires thorough consideration to
organisation resources, capabilities and attention to detail.
Steps in writing a strategic plan:
1. Contemplate organisation vision
2. Write a mission statement
3. Evaluate organisation’s current standing
4. List factors necessary for success
5. Build strategies for accomplishing success.

Activity: Watch

Watch the following video on how to write a strategic plan.

Video: https://onstrategyhq.com/resources/how-to-write-a-strategic-plan/ (05:54)

Activity: Group work

Divide into small groups. Ensure you divide the work equally.
All information researched, analysed and collated will need to be documented and
prepared for review and inclusion in the strategic plan. Writing a research report to
present findings should be structured to include all the relevant information.

BSBSTR602 Develop organisational strategies | 25

  Research three sample research reports
 Identify the organisation's name and provide a source link to the website if this is
being researched on the Internet.
 Summarise how each report is presented i.e., Title Page, Contents, Executive
Summary, Conclusions, Recommendations, etc.
 Are they all structured the same?
 Does the title tell you what the document is about?
 Does the introduction clearly state why the document was created?
 Does the body of the report present information in a clear, precise and logical
order?
 Is the language used clear and precise?
 Overall, how would you rate the presentation of each report?
Spend some time researching different templates. Look at the headings and
subheadings for each section.
Create your template from your findings that would cover everything required for a
strategic plan.
Submit your report to your assessor trainer/assessor for feedback.

Formulate objectives and strategies

Strategic objectives will be long-term organisational goals that support an organisation's mission
and vision statements into specific plans.
A strategic objective can include:
 financial objectives  HR objectives
 customer centred objectives  technological objectives.
 internal or operational objectives
Strategic objectives are a business need, defined in quantifiable and measurable terms. They need
to be actionable, measurable so that the success for these can be evaluated and reviewed.

A quantifiable objective should reflect an amount of something. Example:

Time: By 2021
Percentage: We will see a rise of 25% in production
Money: And in an increase in revenue.
Counts: With eight more females in leadership positions

BSBSTR602 Develop organisational strategies | 26

 Build an action plan
An action plan is an excellent tool for detailing each strategy with a priority, a timeframe,
responsible stakeholders and measurable performance indicators.
The action plan can include:

What Who By when What resources Communication.

Action plans can detail strategic objectives. Example:

Actions identified: Recruit more female staff
Priorities assigned: Number 1
Timeframes: 4 new staff recruited by December 2020.
Responsibilities/Roles: HR
Performance Indicators: By 2021, 4 new female members of staff will be employed

Activity: Read

Read the article about developing an action plan.

Article: https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/develop-
action-plans/main
Take any notes to summarise what you have read and keep for future reference.

Develop a risk management plan

A risk management plan outlines potential risks that can cause barriers to the strategic plan's
implementation and success. The plan also identifies how risk will be managed, and contingencies
should the risks eventuate.

Steps in developing a risk management plan

1. Event
 Identify the risk
2. Probability
 The likelihood of occurrence.
3. Impact
 How will it affect the business?

BSBSTR602 Develop organisational strategies | 27

 Steps in developing a risk management plan

4. Mitigation
 By how much can the risk be minimised? Or how can it be eliminated?

5. Contingency
 Who will be involved and what they will do if the risk occurs?
 Determine strategies for recovery.
 Clearly outline strategies for recovery on the plan.

Activity: Read

Read the article about developing a risk management plan.

Article: https://beakon.com.au/develop-risk-management-plan/
Take any notes to summarise what you have read and keep for future reference.

Feedback and approval

Gaining support from leaders and managers will ensure that the strategic objectives and plans are
effective and successful. Feedback received can be used to finalise the strategic plan and gain
approval from managers. More so, the aim for circulating the strategic plan and its components is
to ensure all relevant are happy about the transformation. Circulating the plan before implementing
it also provides opportunities to address any issues with the plan or stakeholder concerns sooner.
These issues and problems can be identified before they become barriers to the success of the
strategic plan later.
Strategic planning should include:
 communication plan
 techniques for gaining stakeholders and employee buy-in and support
 stakeholder involvement and engagement
 mechanism for feedback.

Consultation and feedback for the strategic plan can be through:

 meetings  intranet
 workshops  newsletters
 presentations  emails.
 social media platforms

BSBSTR602 Develop organisational strategies | 28

BSBSTR602 Develop organisational strategies | 29
 Activity: Brainstorm

Suppose your organisation is about to roll out its strategic plan.

 What strategies can you use to gain stakeholder buy-in?
 What strategies will you use to manage any grapevine about the upcoming plan
amongst the staff?

Implement the strategic plan

Steps in strategic plan implementation

1. Ready the strategic plan

2. Communicate the vision
3. Select strategic stakeholders responsible for implementing the plan
4. Schedule meeting to discuss the action plan, risk management plan and communication
plan
5. Be transparent about what KPIs will be monitored and how.
6. Involve the strategic stakeholders and management in reviewing the implementation and
success of the plan
7. Encourage open and honest feedback to make continuous improvement

Communication
Communicating the strategic plan can include creating a communication plan to ensure clarity and
focus, engagement, and participation to implement the strategies.
Communication can include identification of:
 roles and responsibilities
 change management strategies
 tools and techniques to support communication
 background, history and competitive advantages of implementing the plan
 engaging employees
 identification and explanation of potential barriers.
 consultation, feedback of the plan
 reinforcement of the communication strategy.

BSBSTR602 Develop organisational strategies | 30

 Activity: Read

Read the article about how to communicate a strategic plan to employees.

Article: https://smallbusiness.chron.com/communicate-new-strategic-plan-
employees-22913.html
Take any notes to summarise what you have read and keep for future reference.

Implement the action

Briefing employees can avoid potential barriers, support engagement, empower employees and
manage any obstacles.

Steps in implementing an action plan

1. Invite employees to attend an informational company meeting.

2. Explain the reasons for the strategy and what is hoped to be achieved.
3. Provide specifics whenever possible.
4. Roll out the new strategy with excitement and promote effectively.
5. Explain any differences between the previous strategy and the new one.
6. Provide Q&As, allowing employees to express their concerns and find answers together.
7. Schedule follow-up meetings.
8. Communicate and repeat the new strategy frequently

Monitor, evaluate and review

Monitoring and evaluating the progress can ensure that the strategic objectives are being met.
Monitoring a strategic plan can also include regular reviews to ensure that strategies are being
considered for their effectiveness. Any changes to the business environment are observed for any
impacts.
Monitoring and evaluation of plans must include:
 ensuring activities are meeting the agreed aims and objectives
 checking that the activities are consistent with the organisational vision, mission and values
 identification of key performance indicators and evaluation of progress
 encouraging improvement, compliance and progress
 providing evidence of improvements and impacts.
Evaluation and review is an ongoing process of learning, continuous improvement and
development.

BSBSTR602 Develop organisational strategies | 31

 Evaluation and review of plans must include:
 If the strategy has been successful or if it is evident that it is failing, and why.
 Any new opportunities that arise.
 Changes to the organisation such as financial or human resources.
 Changes to the external environment.

Activity: Watch

Watch the following video on running a great strategy review.

Video: running a strategic plan review (06:62)

Activity: Research

Identify three ways that KPIs could be reinforced with incentives.

 How easy is it to make changes to a plan? List a procedure/process to follow.
 Who would be responsible for evaluating the strategic plan?
 What types of methods could be used to improve the strategic plan process if it
fails to be implemented successfully?

BSBSTR602 Develop organisational strategies | 32