Case Study:
Part I: Strategy Audit Report
A strategy audit involves assessing the actual direction of a business and comparing that course to the direction required to succeed in a changing environment. A company's actual direction is the sum of what it does and does not do, how well the organization is internally aligned to support the strategy, and how viable the strategy is when compared to the external market, competitors, and financial realities. These two categories, the internal assessment and the external or environmental assessment, make up the major elements of a strategy audit.
You are to write this report as though you are a consultant to your company, and are addressing the executive officers of this company. You will collect and analyze a large amount of data in producing your report, but your final product will be condensed and focus on presenting your analysis findings and conclusions.
Your report should consist of the following sections in the given order.
Executive summary (1 page): A concise and insightful summary of the significant findings of your analysis and the recommendations you have for your executive team.
Strategic issues and recommendations (5 pages): Identify 5-7 most important strategic issues facing your business unit. Strategic issues arise from a mismatch between internal capabilities and external trends such that important opportunities are not being pursued or significant external threats are not being addressed under the current strategy.
The strategic issues list should integrate your SWOT analysis, your Five Forces analysis, and the organizational assessment and external environmental scan completed earlier during the course (My finding are attached). These detailed analyses are the foundation for your final set of findings and recommendations presented to the executive team.
In developing your recommendations for addressing each strategic issue, consider misalignments that might be apparent in different operating areas:
Product portfolio: Are there changes to the target market segment, value proposition, or positioning of the product or service line needed?
Structure: Are the organizational roles and responsibilities, decision-making authority, skill requirements, and work assignments properly configured and aligned to support the strategy?
Organizational culture or behavior: Does the organizational culture inspire behaviors that support the strategy? Are the mission, vision, and values clearly articulated and aligned with the strategy? What new behaviors are needed?
Value chain activities: Does the organization value chain fully align with the strategy? Are their activities that should be added, eliminated, or modified significantly?
Performance measures: Do the organization's performance measures focus on the key drivers of strategic success? Is there a strategy scorecard that ties the main elements of the strategy to specific operating capabilities, including goals and key performance indicators (KPIs) that give an indication of incremental or predictive progress toward reaching strategic goals?
Your recommendations should fall into these general categories, but should be specific in terms of scope and expected impact.
Part II: Companion Presentation
Finalize the companion with a 10-slide Power Point Presentation that summarizes the audit and recommendations in a compelling manner that persuades senior management to explore and possibly implement your recommendations. The elements of the presentation should include the following:
The information on the slide cannot be copied and pasted from the report.
And must have speaker notes of explaining detail the information on each slide.
Area and title of slides
Summary of audit - at least 2 slides
Recommendations - at least 2 slides
Key measurements
Risks and benefits
Call to action
Next steps
Please review the case study enclosed here:
Attachment:- Apple case study.rar