Strategic analysis: approaching continuous improvement proactively

Review of Business, Fall, 2008 by Lisa B. Ncube, Mara H. Wasburn

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A successful operational capability demonstration (OCD) was performed prior to full implementation and was highly successful. Interfaces with all system components were fully functional and seamless to the end-users. The software developed was fully compatible with and integrated into the existing LAN and software suite.

Conclusion

Strategic Analysis allows for the creation of numerous advantages for the organization.

* First, it allows the organization to focus on the positive and build on its successes.

* Second, while focusing on the positive, it recognizes shortcomings, enabling the organization to anticipate and prepare a planned and coordinated response when adverse factors such as competition threaten the organization's well being.

* Third, it allows the organization to identify new technologies, methods or approaches that will increase its competitive advantage by increasing effectiveness and efficiency, thereby reducing costs.

* Finally, it allows the organization to anticipate problems, thereby reducing the chances of unpleasant surprises, adverse consequences and calamities.

The Strategic Analysis process is especially valuable to organizations that lack consensus about how and when to proceed with continuous process improvement. Continuous improvement is an on-going process that has lasting impacts on operating processes and personnel. Strategic Analysis can be a vehicle for encouraging consensus by identifying the benefits, costs and risks of different courses of action. By documenting and sometimes quantifying system benefits, benchmarks are set (e.g., days to close, hours to process payroll, days for purchase order approval, reduced cycle time for budget development, etc.) that can be used throughout the implementation process to gauge whether the business drivers for the investment in new systems are likely to be realized (19). By virtue of its focus on continuous improvement and evaluation, Strategic Analysis can position companies for success in this highly competitive global environment.

References

(1.) Anderson, G. 1994. A Proactive Model for Training Needs Analysis. Journal of European Industrial Training, 18(3), 23-28.

(2.) Anthansou, J. A. 1998. "Evaluating the Effectiveness of Multimedia Based Learning." ERIC #: ED419958. Occasional Paper Number 5. Paper presented at the International Conference on Quality and Productivity Centre (Singapore, July).

(3.) Ayananda, D., Irons, R., Harrison, 5., Herbohn, J., and Rowland, P. 2002. Capital budgeting: Financial appraisal of investment projects. Boston: Cambridge University Press.

(4.) Beatty, K. and Hughes, R. 2005. "Reformulating Strategic Leadership." European Business Forum; 21; Spring, 14-17.

(5.) Cooperrider, D. 1986. Appreciative Inquiry: Toward a Methodology for Understanding and Enhancing Organizational Innovation. (Doctoral Dissertation, Case Western Reserve University.

(6.) Cooperrider, D., and S. Srivastva. 1987. "Appreciative Inquiry in Organizational Life." In Pasmore, W., and R. Woodman (eds.). Appreciative Inquiry: Rethinking Human Organization toward a Positive Theory of change. Champaign, IL: Spite Publishers.