Complete the following as you analyze the key resources and core capabilities of your chosen organization:
• Identify the functional areas of the firm’s organization or the activities in the value chain where the key resources and core capabilities reside. Are core or distinctive resources and capabilities structured and supported in a manner that aligns with the competitive advantage? What opportunities do you see to exploit the key capabilities of your organization? Are there internal weaknesses that should concern the organization?
• Develop a detailed analysis of your findings and identified strategic issues for the vice president of strategy. Explain that this analysis focuses on the three strategic elements of the organization and the concerns or opportunities about how the strategic elements fit the strategic frame. Note: Refer to these concerns and opportunities as strategic issues, and managed toward and integrated with the comprehensive strategy assessment.
• Analyze and synthesize inconsistencies between the organization’s strategy and its goals. Does the strategy establish a direction and set aspirations that motivate and inspire the members of the organization to achieve its goals?
• Evaluate how the organization leverages its resources and capability to execute the business strategy. Can existing resources support a larger volume of business? Are the organization’s capabilities found in its functions or the value chain, or both? Are the organization’s capabilities allocated to establish and sustain competitive advantage? Does the strategy give coherence to decisions about allocation of resources?
• Evaluate the effectiveness of the organizational structure and management system design, along with its ability to support the key resources and capabilities that execute the business strategy. Is the organizational structure suited for the particular tasks and particular business environment of the organization?
• Analyze concerns or opportunities regarding shareholders and stakeholders, distribution of excess profits, or other ethical dilemmas. Does the strategy consistently balance stockholders and stakeholder interests?
• Analyze concerns or opportunities about the strategic fit between the organization’s capabilities, organizational structure, and management systems.
• Develop a preliminary strategic fit report on the organization and its internal environment and how strategies are applied to product lines or market segments.
