Syllabus Flashcards
Evalute external environment effects on organization and strategy
- different organizational environment (non and for profit)
- key environmental drivers of organizational change and their PRIORITIZATION specific to the Org and not jus PEST
Recommended approaches between business and government as well as societies
Non-market strategy and forms of corporate political activity
Discuss drivers for sustainability and corporate responsibility and the corporate response
corporate political activity and non-market strategy
Recommend how to build and manage strategic relationships with stakeholders
Stakeholder management (internal, government, regulators, non-gov orgs, civil societies, industry associations, customers and suppliers) Strat alliance with stakeholders
Customer portfolio (customer analysis and behaviour, marketing audit, customer profitability, customer retention, relationship mgmt and loyalty)
Strat supply chain mgmt
Implications of interactions with external environment for mgmt accountants
Ethical issues and resolutions
Business ethics and CIMA code of ethics (parts A and B)
Evaluate the strategy analysis and the strategic options
Vision and mission statements and their use
Process of strategy formulation
Strategic options generations (Ansoff: markets vs products and Porter: Strat advantage vs Strat Target)
Scenario planning and LRP
Business value drivers and corresponding data need and measurement
Game Theory
Real Options
Acquisition, divestment, rationalization and relocation
Recommend strategic options
Identify and evaluation strat options
Apply suitability, acceptability and feasibility (SAF) framework
R&R of directors in the strat formulation and implementation
BoD and Senior Mgmt roles (due diligence, fiduciary responsibilities and corporate social responsibility)
evaluate strat analysis tools
Resource and capability audit
Forecasting (trend, system modelling, expert opinion, Delphi method)
recommend on how to manage product portfolio to achieve strategic goals
Product portfolio management
Produce value chain analysis
Value chain analysis
Key impacts of organizational change
Impact on org culture and McK 7’s
Leadership in managing change, building and managing effective teams
Team building, collaboration, group formation, shared knowledge and accountability
evaluate tools, techniques and strategies to lead change
Managing critical periods or adaptive, evolutionary, reconstructive and revolutionary change
Tools techniques and models for org changes
Approaches styles and strategies of change mgmt
Evaluate change leaders
Change leadership and its role
The role of the change leader
Recommend appropriate leadership styles
Advantages and disadvantages of leadership styles
Mentoring and coaching to promote effective change leadership
Evaluate alternative models and strategic performance measurement
Alternative SBU’s, shareholder value added (SVA), and economic value added (EVA).
Alternative measures of strat performance, balanced scorecards, performance pyramid.
Recommend solutions in the strategic performance strategic performance measurement
Setting non-financial measures and their interaction with financial ones.
Evaluation of critical success factors (CSF).
Linking CSF with Key Performance Indicators (KPI’s) and corp strat.
Effective communication, stretch targets and promotion of exceptional performance.
Role of CMA in setting the strategic performance.
Evaluate system info requirements
Purpose and content
Classification
Learning organization
Advise management on knowledge management
knowledge mgmt system and knowledge based organizations.
Evaluate IT/IS on organization and its strategy
The impact of IT, the internet on org’s
Porter’s 5 forces and Value Chain
Evaluate the strategic and competitive impact on IS
Competing through exploiting data rather than technology (customer and market segment identification, collection/storage/management and analysis of data)
Aligning Information Systems with business strategies (importance, competitive advantage, necessity)
Digitisation, e-business, virtual organization, Web 2.0, Big Data, social and digital marketing
McK 7s
Strategy Structure System Staff Style Skills
surrounding: Shared Values
Ansoff Matrix
Market development (geographical expansion)
Product development (product addition)
Diversification (new market, new product)
Penetration (existing market & product)
Big data, knowledge management, learning organisations, value chain case study, game theory case study, ethics, MIS, EIS and DSS.
Large data sources
…
