Task Overview:
Part A Application of the Strategic Management Cycle Framework
Part B Application of Specialist knowledge to a chosen issue
This project uses a major Australian organisation as a case study (materials supplied).
Part A
You will take on the role of strategic consultant and apply the general strategic framework explored in this unit to the organisation to develop a strategic business plan.
Please consider these points:
1. The professional production of the report, its logical development of ideas, sentence skills, structure of text, and awareness of the target audience
2. The clear and thorough referencing of the sources all facts, views and opinions quoted or summarised that are not your own.
3. The relevance of the information and resourced materials used (both quantitative and qualitative).
4. The relevant and appropriate application of strategic analysis tools (that is, tools and techniques should be applied that are relevant to the analysis being undertaken).
5. The quality and validity of recommendations and how well these are based on the strategic analysis (that is, the reader should clearly understand why you are making these recommendations given the previous discussion within your analysis)
6. How practical the recommendations are to implement within the context of the organisation (this should be demonstrated within your discussion of how these are to be implemented)
Key activities/elements include:
Identifying the major issues confronting the organisation based on the case study materials.
Undertaking further research to obtain more detailed background information
Applying the strategic management concepts and analytical tools discussed within this unit appropriately to fully define and explore these issues.
Performing more detailed analysis as appropriate and relevant to help frame and provide context for the recommendations.
Using the outcomes of your analysis to make clear, logical and implementable recommendations to help manage and/or benefit from these issues.
Producing a report that is detailed enough to enable the organisation to commence planning/implementing your recommendations.
Structure PART A:
The final report structure for Part A is described below and must contain the following elements relevant to each part as a minimum:
Part A (2,500 words excluding appendices/references)
Executive Summary (250 words)
Introduction
Sections with relevant headings describing the types of analysis you have performed (within the Strategic Management Cycle framework) to investigate and appraise the issues, and the outcomes of this analysis.
Summary of recommendations (in bullet point format).
Proposal of how these recommendations are to be implemented (this will serve as a preliminary discussion for the consideration of the Board/senior management if they choose to proceed with the recommendations in the future).
References/Appendices as required
For Part A, it is expected that each student will have applied the strategic management cycle* as covered in this unit in some way to propose a particular strategy for Wesfarmers. But remember that Part A of the report is only 2500 words be concise and to the point.
You can use information either from the case material or from other sources remember to reference properly!
It is up to the student as to what areas have greatest emphasis. It may be that the student believes certain elements require most appraisal depending on what issues you believe are the most important (depending on your analysis).
You may concentrate on a particular area (eg business) of Wesfarmers but explain why you have chosen this area eg why is it strategically important for Wesfarmers to focus on this area? What benefit? (eg size, potential, threats?)
*Strategic management cycle
Sustainability: Defining stakeholder value expectations if stakeholders are satisfied (with minimal trade-offs) the org. will be sustainable in the longer term
Operations: Operational behaviours deliver to stakeholders but is also a source of feedback to the organisation in the reverse direction through structures and systems
Strategy: is created within the boundaries set at the policy level
Governance: Knowing stakeholder expectations helps the org. to define its direction and purpose within the boundaries set at the top. Policies determined here are included in charters, mission, value statements and also guide the on-going strategic and operational decision making behaviour of the org.
It is expected, however, that some discussion is included in relation to the following areas:
Exploration of Wesfarmers stakeholder expectations and how this translates into its overall purpose and direction (and ethical stance)
External Analysis relevant discussion including PESTEL, Porters 5 forces and competitors, and, customers
Internal Analysis relevant discussion of capabilities
A summary of the issues within a SWOT analysis and discussion arising from this of Wesfarmers strategic alternatives (ie using the main frameworks we have reviewed in class like porters competitive advantage bases, Ansoff matrix, portfolio management approaches).
Then,
The recommended actions ie strategy(ies) that Wesfarmers should pursue (based on your above analysis)
A discussion of any implementation issues (this should comprise a discussion of issues/requirements concerning structures, systems, and whether cultural issues are relevant).
Remember that the logic of the recommended strategies must be based on the outcomes of your analysis. There is no sense to making recommendations that are not suggested by your analysis!
In respect to Part A you will need to include some discussion within your Business Project Part A submission concerning structure, systems and culture.
For example (not limited to
.)
How does your proposed strategy fit into existing structures? Will it need new structures? How would you design the structure if it does?
What systems may be required to implement your strategy? New functional systems: eg financial, HR etc? What performance management systems may be required eg what specific key performance indicators (KPI) etc?
Will your strategy require culture change? Why? Why not?
Part B
You will take the role of a specialist utilising the knowledge you have acquired within your Masters program to demonstrate how this specialist knowledge can add value to the organisation. (Accounting)
This part of the report is an opportunity for you to further develop a particular issue that may have been identified in your Part A analysis, but which now may benefit from further, more detailed, analysis, investigation or discussion using your specialist viewpoint. It needs to be an issue that may potentially impact, either positively or negatively, the future success of the organisation
It may be, for example, a developing issue in the macroeconomy or a variable arising from changes in the social environment that may impact stakeholder expectations somehow in the years ahead.
It may be, alternatively, an issue concerned with internal organisation factors that may impact future strategic success, for example, skills or capability issues.
The issue you identify needs to be relevant to your specialisation and needs to be relevant to the case organisation this is how you are demonstrating your value.
Please consider these points:
The practicality, relevance and validity of the chosen issue to your specialist discipline
The quality, range and use of factual data gathered and applied (both quantitative and qualitative) to support your analysis and its relevance to the analysis
The demonstration of expert specialist knowledge and professional judgement in your analysis
The justification and support of recommendations or findings from the analysis to the organisation (that is, how successfully do your ultimate conclusions address the original issue identified and do they add value in some way).
Additional information/preparation:
Key activities/elements include:
Using your specialist knowledge (i.e. accounting, actuarial studies, economics, finance, human resource, management) and professional judgment to identify the issue(s).
Undertaking further research outside of the information presented in the case.
Arguing the case for your identified issue(s).
Explaining, interpreting and analysing the issue(s).
Developing and justifying actions to resolve the issue(s).
Structure:
The final report structure for Part B is described below and must contain the following elements relevant to each part as a minimum:
Part B (1500 words excluding references/appendices)
Executive Summary (250 words)
Introduction
Discussion (use headings as appropriate to aid readability)
Conclusion
References/appendices as required.
In respect to Part B, this is an opportunity to be creative within your degree specialisation and to demonstrate your value as a consultant or even a future employee!
Provide a reasonable structure (with headings) within this section of the report to aid readability.
In summary (for Parts A and B), the above is a guide only and does NOT intend to limit what you do in your report. There are no pre-determined, correct, strategic recommendations that you will be marked against. So be creative and original in what you do! Originality will attract a better grade.
Please stick to the word counts for each Part
Please include a reference list and appendices in EACH of the parts A and B (ie relevant to each part) where appropriate
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