Programme Structure Assignment PDF

IMBA Programme - Phase 1
Level 7 – Postgraduate Diplom

Programme Structure
IMBA
=
Phase 1. Level 7 – Postgraduate Diploma
+
Phase 2. Top-Up (Dissertation)

Phase 1:Level 7 – Postgraduate Diploma
Awarded based on RPL (Recognition of Prior Learning)
RPL Requirements : Minimum Three subjects
Fill the Gaps (Submit three assignments):
1. Strategic Planning
2. Strategic Direction
3. Manage Team Performance to Support Strategy

Phase 1: Understanding the Level Assignm
Brief
1. Scenario
2. Learning Outcomes (Los)
3. Assessment Criteria (AC)
4. Indicative Content (IC)

Strategic Plannin

Learning Outcomes
1. Be able to conceive and analyse strategic options
2. Be able to formulate a strategic plan
3. Be able to implement, evaluate, monitor and review the st

Strategic planning is an organizational management activity that is used to set
priorities, focus energy and resources,strengthenoperations,ensure
that employees and otherstakeholders are working toward common goals,
establish agreement around intended outcomes/results, and assess and adjust
the organization's direction in response to a changing environment.It is a
disciplined effort that produces fundamentaldecisions and actions that shape
and guide what an organization is, who it serves, what it does, and why it does
with a focus on the future.Effective strategic planning articulates notonly
where an organization is going and the actions needed to make progress, but
also how it will know if it is successful.
Balanced scorecard Institute

LO1. Be able to conceive and
analyse strategic options

External factors
• PESTLE
• Stakeholders
• competitive environment

Stakeholder expectations
• Customer expectations
• Supply chain relationship
• Market and investor expectations

Changes
• Socio-political and legal changes
• Technological change and development,
• Product development,

Analysis tools
• PESTLE
• SWOT
• customer analysis
• competitor analysis

SWOT

Reviewing the existing business plans
strategies of an organisation

Market position
• Market share analysis
• Life cycle analysis
• Boston (BCG) Matrix

Competitiveness
• SWOT analysis
• Resource analysis
• Competitive analysis
• Skills and competencies audit
• Benchmarking

Tools
• Value Chain analysis
• SWOT analysis
• Five Forces

Michael Porter’s Five Forces Models

LO2. Be able to formulate a strategic p

Modelling tools
• Mintzberg
• Ansoff
• Gap analysis
• Competitiveness strategies

Igor Ansoff’s Matrix

Competitiveness analysis
• Benchmarking
• Portfolio analysis
• Market segmentation

Strategic options
• Corporate expansion
• Mergers and acquisitions
• Niche marketing
• Diversification
• Control of distribution channels
• Efficiency in production
• Technological leadership
• Market share

2. Be able to formulate a strategic

Structure
• Mission statement /corporate vision,
• Corporate values and principles,
• SWOT analysis,
• Competitive advantage,
• Strategic goals / initiatives,
• Strategy,
• Scorecard,
• Execution plan

Mission statement /corporate vision
A Mission Statement defines the company's business, its objectives and its approach
those objectives. A Vision Statement describes the desired future position of the comp
Elements of Mission and Vision Statements are often combined to provide a statem
company's purposes, goals and values.
Linkedin
“To connect the world’s professionals to make them more productive and successful.”
Amazon
“To be Earth’s most customer-centric company, where customers can find and discover
they might want to buy online, and endeavors to offer its customers the lowest possible

Corporate values and principles

SWOT Analysis

Competitive Advantage

Scorecard

Execution plan

Assessment criteria
• Balanced scorecard,
• Targets / interim targets / goals,
• Success metrics

Success metrics

Resources
• Resources, skills and competencies,
• roles,
• action plans,
• responsibilities and accountability

Factors affecting an organisational strate

Organisational values
• Corporate culture, corporate / brand image,
• organisational structure and staffing,
• operational abilities,
• market share,
• resources,
• patents and IP,
• corporate experience,
• contracts,
• licenses and relationships

Patents and IP
• A patent is a set of exclusive rights granted by a sovereign state to an in
assignee for a limited period of time in exchange for detailed public disclo
invention. An invention is a solution to a specific technological problem an
product or a process
• Intellectual property refers to creations of the mind: inventions; literary
artistic works; and symbols, names and images used in commerce. Intell
property is divided into two categories: Industrial Property includes pat
inventions, trademarks, industrial designs and geographical indications

Vision and mission statement
• Purpose of vision and mission statements,
• vision in relation to corporate values,
• vision statement audience (internal and external),
• mission statement goals and objectives,
• mission statement key success measures

Purpose of vision and mission statements

vision in relation to corporate values

Mission statement key success measures

Management objectives setting
• Areas:
• financial
• marketing
• products/services
• Operations
• resources
• environment and community; ethical framework / CSR, smart objec
and success criteria

Ethical framework / CSR

smart objectives and success criteria

Evaluating the plan
• Monitoring,
• responsibilities / accountability for monitoring,
• strategic changes /deviation,
• frequency of monitoring

LO3. Be able to implement, evaluate, monito
and review the strategic plan

Implementation plan
• Establish plan with end user buy-in,
• establish tracking system,
• align budget,
• align departmental plans to strategy

Establish plan with end user buy-in

Stakeholder buy-in
• User participation in strategy process,
• tie departmental plans into strategic plan,
• align performance management and reward systems to strategy
implementation

Stakeholder buy-in is the process of involving these people in the decision-ma
process in hopes of reaching a broader consensus on the organization's future.

Monitoring and evaluation
• Monthly strategy planning meetings,
• annual review meetings,
• role of celebration

Issues
• Lack of ownership,
• communication failures,
• ‘meaningless’ plan without buy-in,
• no accountability,
• lack of employee empowerment.

Thank You