Strategic Analysis Best Practice 4 – Independent Assessors

StrategyDriven Strategic Analysis Best PracticeAn individual’s perception of circumstances and events is largely shaped by his/her knowledge and experience, beliefs, values, and biases. In the organizational setting, this perception is influenced by the organization’s shared history, its culture, and the individual’s relationships with seniors, peers, and subordinates. Additionally, event perception is often limited by the individual’s finite, relevant knowledge and experience, as well as his/her employment impact concerns and desire for self-promotion. To be effective, a strategic analysis must be free of the impairments and limitations individuals within the organization have when assessing internal events and impactful external circumstances.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Strategic Analysis Best Practice 3 – Identify the Hidden Drivers

StrategyDriven Strategic Analysis Best PracticeOrganizational alignment to common goals suggests executive, manager, and employee motivation is largely driven by the company’s strategic plan. However, there are likely some additional, hidden performance drivers unintentionally created by the organization’s processes or embedded as an integral component of the organizations’ history and culture.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Strategic Analysis Best Practice 2 – advocatus diaboli, The Devil’s Advocate

StrategyDriven Strategic Analysis ArticleShared experience, organizational pride, and/or conflict avoidance can diminish the criticality of data and conclusion assessment; leading to exaggerated optimism and resulting in an organizational pursuit of unrealistic goals. Inflated expectations may drive investment in projects well outside of the organization’s risk tolerance. In today’s aggressive marketplace and under intense shareholder scrutiny, missteps like these can be disastrous for a company and its executive team.


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Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Strategic Analysis Best Practice 1 – Integrity Without Excuses

StrategyDriven Strategic Analysis Article | Strategic Analysis Best Practice 1 - Integrity Without ExcusesFor any strategic analysis to be effective, it must be done with an open, honest assessment of the facts. Organizations acting with integrity without excuses seek to identify and eliminate instances where fact-based assessment conclusions are diluted by unrelated factors or opinion-based influences. This mitigation often seeks to justify action perceived as desirable when the fact-based evidence would suggest another course. Justification is frequently based on business factors that are not specifically value related or biases lacking a relevant performance basis.


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Additional Information

Additional information regarding strategic analysis can be found in the StrategyDriven whitepaper series Strategic Planning.


About the Author

Karen K. Juliano is StrategyDriven‘s Editor-in-Chief and Vice President of Communications and Marketing. Prior to joining the StrategyDriven team, she helped produce weekly programming for a Public Access Television station and served as a production assistant in the public affairs office at United States Naval Base, Philadelphia. To read Karen’s complete biography, click here.

StrategyDriven Strategic Analysis Forum

Strategic analysis is a critical component of the strategic planning process. An integral part of a company’s evaluation and control program, it provides managers with a comprehensive assessment of the organization’s capabilities and market factors; revealing growth opportunities and vulnerabilities. Armed with this information, managers can more effectively choose from among today’s strategic alternatives to create the greatest future reward potential.

Strategic analysis combines in-depth information from a number of internal and external sources to create a picture of the subject company’s current health and future viability. A multi-phased approach to data acquisition and analysis includes:

  • Strategic Posture and Performance Analysis
  • Internal Capabilities Assessment
  • External Environment Assessment
  • Analysis of Strategic Factors
  • Strategic Alternatives and Recommended Actions

Execution of these iterative processes takes place throughout the year with a frequency dictated by the pace of both internal and external environmental change.

Focus of the Strategic Analysis Forum

Materials in this forum are dedicated to discussing the leading practices of companies that successfully execute strategic analysis processes to support the ongoing strategic planning process. The following articles, podcasts, documents, and resources cover those topics critical to a superior strategic analysis program.

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