1. Organisational Analysis

2. Drivers for change External models PESTLE
TEMPLES – Boston Matrix, Porter’s 5 Forces
Internal models
Organisational style, Culture, Values
SWOT
Force Field Analysis

3. SWOT Analysis Framework
Environmental Scan
          /
\           
Internal Analysis   
   External Analysis
/ \      
 / \
Strengths   
Weaknesses   
   Opportunities   
Threats
SWOT Matrix

4. PESTLE Analysis Political Economic Sociological Technological Legal
Environmental

5. MARKETS TEMPLES Analysis Technological Economic Political Legal
Environmental
Sociological

6. The Competitive Situation - Porter's Five Forces
Current
Competition
Supplier Power
Buyer Power
Potential entrants
Substitutes
Porter, M.E. (1980) Competitive
Strategy, Free Press, New York.

7. Bruce Henderson  
Boston Consulting Group 
(1970)

8. Analysis of Your Enterprise Position
Stars
Cash Cows
Question Marks
Dogs
High growth High share
Low growth High share
High growth Low share
Low growth Low share
Business is likely to generate enough cash to be self sustaining. Recommended tactics:
promote aggressively
expand your product or service
invest in R & D
Business can be used to support other business units.
defend & maintain
Business requires a lot of cash to maintain market share.
invest more cash
or, divest
Business is a cash trap.
focus on short term
avoid risky project
limited future

9. Organisational Culture
Charles Handy, The Gods of Management

10. McKinsey 7S model Hard Elements Soft Elements Strategy Structure
Systems
Shared Values
Skills
Style
Staff
Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: 14.

11. McKinsey 7S model
Waterman Jr., Robert H., Peters, Thomas J. & Phillips, J.R.. (1980) "STRUCTURE IS NOT ORGANIZATION." Business Horizons 23, no. 3: .

12. Lewin K. (1943).
Defining the "Field at a Given Time."

14. Cultural Web –power and readiness

16. Mendelow’s Power / Influence Matrix

17. Stakeholder Mapping Red = Relationship not functioning well
Large circles
= large influence
Near circles
= Important
relationship
Line strength
=strength of
communication
Yellow=
Relationship
needs work
Green =
Good
positive
relationship
Stakeholder Mapping
Taylor Made Solutions 2009 17

18. Assignment
Utilising appropriate models and frameworks to conduct a structured analysis of current drivers for change, identify the impact of these particular drivers on your current role in your organisation context