A.C. 1.1 – Critically analyse and identify the organisation’s strategic aims and objectives including the approach adapted to strategic planning

QUALIFI- Level-7 Diploma in Strategic Management and Leadership

Instructions

Unit 711 - Strategic planning

Introduction

This unit is about the value of the strategic planning process in formulating appropriate strategies and designing a plan that will be supported by stakeholders and other organisational leaders. The critical review of the plan and its success is also addressed in the unit.

Scenario

Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario: -

You are a senior manager within a large organisation. Your role is to provide the organisation with the strategic vision of this business unit that meets organisational objectives.

Learner notes:

Task 1:

Critically evaluate the strategic aims and objectives of your organisation. You may wish to consider qualitative and or quantitative testing, or alignment Congruence modelling.

Evaluate the theoretical underpinning approaches that have been adopted towards evolving strategic plans and planning activities.

Determine an option, by an established strategic options model of your choice with due reference. You may wish to assess the value of that model, with its ‘fitness for purpose.’

Critically evaluate the impact of stakeholders within strategic plan and its planning horizon. The deployment of a suitable stakeholder concept may be considered; also stakeholder mapping that has a strategic focus embedded in the mapping.

Guideline word count: 800 - 1,000 words

A.C. 1.1 – Critically analyse and identify the organisation’s strategic aims and objectives including the approach adapted to strategic planning

A.C. 1.2 – Determine alternative strategic options available and the implications for the organisation

A.C. 1.3 critically evaluate the impact of stakeholder expectations on a strategic plan and the planning horizon

Task 2:

Produce a strategic plan that:

Critically identifies and evaluates possible strategic directions that may be taken to meet strategic aims and merge with the organisations stated missions. The evaluation may take into account macro and micro environmental constraints as appropriate for your purposes, as well as prevailing market conditions and competitor actions and perceived counter actions.

Determine and assess the feasibility of the options to meet and maximise on efficiency and effectiveness requirements. Keeping the planning horizon in focus, for your inclusions.

Determine the preferred strategic direction and conduct a risk assessment on the chosen strategies clearly addressing identified problems and constraints.

Guideline word count: 2,200 - 2,400 words

A.C. 2.1 – Critically evaluate the alternative strategic options available to the organisation over the existing planning horizon and factoring in wider context market and competitor impacts

A.C. 2.2 – Assess and determine the priorities and feasibilities of alternative options over existing planning horizons

A.C. 2.3 – Carry out a risk assessment of the preferred strategy and alternative

A.C. 2.4 – Identify, justify and articulate the selected strategies within the plan and address any potential problems

A.C. 2.5 – Produce a strategic plan and its components to achieve then selected strategic direction

Task 3:

Explore the internal organisational factors, risk, culture, change activities, structure, nature of the business, factors of future business intentions as well as external factors as deemed appropriate to meet your needs. Place under critical review these factors; it is advised that you underpin this critical review with authenticated, tools, techniques methodologies and concepts as is appropriate.

Planning review, control and monitoring is an essential feature of strategic planning activities. For this task you are required to consider the time lines, activities, possible budgetary factors, and key scheduled activities. Determine how these mile stone events will be help under close monitoring, control, justifying the quality and suitability of the review mechanisms to be used throughout the implementation cycle.

Conduct an impact / risk analysis on the effects of the strategic activity endeavours on the organisations stated strategic objectives. You may if you wish keep in focus the full hierarchy of corporate objectives, where value can be derived for your purposes.

Guideline word count: 800 - 1,000 words

A.C. 3.1 – Critically review the organisational and market factors to be considered in the implementation of the strategic plan

A.C. 3.2 – Determine and apply a range of tools and concepts to monitor and review the strategic plan

A.C. 3.3 – Determine the impact of the strategic plan on the organisation’s direction and achievement on the organisation’s objectives

Learners are required to complete all tasks

Assignment Guidelines

All work must be submitted in a single electronic document (.doc file). This should go to the tutor and Centre Manager/Programme Director, plus one hard copy posted to the Centre Manager.

The assignment must be the Learner’s own work and not copies of theories or models. Direct quotes should be kept to a minimum, and shown in inverted commas. Models described and other quotes used must be properly attributed and referenced as appropriate. Learners must acknowledge or reference any sources that have been used to complete the assignment, listing reference material and web sites used.

Learners are encouraged to produce a reflective statement of no more than 300 words (which does not count towards the final word count), describing the value and knowledge gained from undertaking this assignment. The reflective statement is not assessed; however it encourages you to review the value and application of your learning.

Overall word count guide: 2500 - 4500

Plagiarism and Collusion

In submitting the assignment Learner’s must complete a statement of authenticity confirming that the work submitted for all tasks is their own. The statement should also include the word count.

Plagiarism and collusion are treated very seriously. Plagiarism involves presenting work, excerpts, ideas or passages of another author without appropriate referencing and attribution. Collusion occurs when two or more learners submit work which is so alike in ideas, content, wording and/or structure that the similarity goes beyond what might have been mere coincidence.

Appendices

Separate Appendices should not be used. Any use of tables, graphs, diagrams, Gantt chart and flowcharts etc. that support the main report should be incorporated into the back of the assignment report that is submitted. Any published secondary information such as annual reports and company literature, should be referenced in the main text of the assignment but not included.

Confidentiality

Where a Learner is using organisational information that deals with sensitive material or issues, they must seek the advice and permission from that organisation about its inclusion. Where confidentiality is an issue, Learners are advised to anonymise their assignment report so that it cannot be attributed to that particular organisation.

Word Count Policy

In total, the assignment report should be between 2500 - 4500 words. Learners must comply with the required word count, within a margin of +10%.These rules exclude the index (if used), headings and information contained within references and bibliographies. When an assessment task requires learners to produce presentation slides with supporting notes, the word count applies to the supporting notes only.

Referencing and Professionalism

A professional approach to work is expected from all learners. Learners must therefore identify and acknowledge ALL sources/methodologies/applications used. The learner must use an appropriate referencing system to achieve this. Marks are not awarded for the use of English; however the learner must express ideas clearly and ensure that appropriate terminology is used to convey accuracy in meaning.

Submission of Assignments

All work to be submitted on the due date as per Centre advice.

All work must be submitted in a single electronic document (.doc file). This should go to the tutor and Centre Manager/Programme Director, plus one hard copy posted to the Centre Manager.

Sample Answer of Unit 711 - Strategic planning

1.1 Critically Analyse the Organisation’s Strategic Aims and Planning Approach

As a senior manager in a large organisation, my responsibility is to lead the business unit towards achieving the wider organisational goals. Our organisation’s strategic aim is to expand into new global markets within the next five years while maintaining sustainable operations and digital innovation as key priorities.

The main strategic objectives include:

• Achieving 15% growth in international sales.

• Launching three new digital products within two years.

• Reducing operational costs by 10% through automation.

• Improving customer satisfaction scores by 20%.

To ensure alignment with these aims, the organisation follows a congruence model, where strategy is matched with internal elements such as leadership, structure, and culture. Strategic planning is led by a collaborative process involving key departments, and combines both quantitative (e.g. forecasting, KPIs) and qualitative (e.g. customer feedback, market insights) techniques.

The approach is largely top-down, where strategic direction is shaped by senior leadership but also incorporates insights from front-line managers to maintain agility and stakeholder buy-in. SWOT and PESTLE are regularly used to analyse internal and external conditions.

1.2 Determine Alternative Strategic Options and Their Implications

To reach our strategic aims, we explored several strategic options using the Ansoff Matrix:

1. Market Penetration – Increasing sales in current markets through promotions and loyalty schemes.

   • Implication: Low risk but limited growth potential.

2. Market Development – Expanding into South-East Asian markets.

   • Implication: Requires investment in logistics and market research; higher risk but greater opportunity.

3. Product Development – Introducing AI-driven services to current clients.

   • Implication: High cost in R&D; strengthens competitive edge.

4. Diversification – Entering into related sectors such as e-learning.

   • Implication: High risk; needs new capabilities but opens up new revenue streams.

Using Ansoff’s Matrix helped assess the risks and rewards of each path. It is a simple yet effective model for organisations seeking strategic growth, but may not fully account for regulatory or socio-political complexities in new regions.

Continued....