Interorganisational Strategy Planning

INTER-
ORGANISATIONAL
STRATEGY PLANNING

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
MAIN BODY..................................................................................................................................4
TASK 1............................................................................................................................................4
AC 1.1 Restraints and constraints on integration of inter- organisational strategy.....................4
AC 1.2 Contribution of different organisation towards integration of inter- organisational
strategy100...................................................................................................................................5
AC 1.3 Analysis of separate components of the strategy implementation..................................5
AC 1.4 Impact of power and status on strategy formulation and implementation......................6
AC 1.5 Key stakeholders and change making agents..................................................................6
TASK 2............................................................................................................................................7
AC 2.1 Comparison of different aspects with competing organisation.......................................7
AC 2.2 Comparison of strategy formulation...............................................................................8
AC 2.3 Evaluation of effective strategies that link with policy objectives, goals and aspiration
to gain operational outcome.........................................................................................................9
AC 2.4 Identification of method for managing risk and opportunities in strategy......................9
AC 3.1 Different means of obtaining, coordinating, measuring and analyzing strategic
intelligence.................................................................................................................................11
AC 3.2 Interpret strategic intelligence and determine measures of confidence in that
intelligence to inform the development, implementation and review of inter- organizational
policy and strategy.....................................................................................................................12
AC 3.3 Explain how strategic intelligence has a key influence in inter-organizational planning
and decision-making..................................................................................................................13
AC 3.4 Examine the concept of “acceptable risk” associated with the gathering and use of
strategic intelligence..................................................................................................................13
AC 3.5 Evaluate the effectiveness of the risk theories and models used in inter-organizational
strategic planning.......................................................................................................................14
AC 4.1 Evaluate concepts of culture, character, ethics etc and the way they influence
development and management of inter- organisational alliance and coalition..........................15

AC 4.2 Influence of domestic, nation and multinational on development and implementation
of inter organisational policy and strategy.................................................................................15
AC 4.3 Evaluates information about difference culture for development of innovative ways of
enhancing culture difference on inter organisational policy and strategy.................................16
CONCLUSION..............................................................................................................................17
REFERENCES..............................................................................................................................18

INTRODUCTION
Inter organisation Strategic planning is necessary so that company can enter into new market
and earn maximum amount of profitability. Firm plans different strategies in order to influence
customers to purchase products and services of particular firm as compared to another. This
report is about inter organisation strategic planning that contribute in growth and success of
enterprise in competitive market. It has also explained about culture difference, associated risk
and various opportunities that are available for enterprise to achieve its objectives.
MAIN BODY
TASK 1
AC 1.1 Restraints and constraints on integration of inter- organisational strategy
The tem inter- organisational strategy is developed for basically improving the
interconnectedness of the different business processes over the various functional units that
operate within a same organisation (Little and Akese, 2019). The major objective behind
developing the inter- organisational strategy is to enhance the overall innovation and create
synergy by integrating the team building and the cross functional orientation as well.
Further illustrating on the concept of constraints in an organisation, Evans and et.al. (2018), have
categorised these as useful in ascertaining and controlling the variations that occur in the entire
process i.e. mainly in the operational expense, inventory and other aspects. The cash that the
company earns by the manner of sales, the operational expenses that they incur in the form of
costing in the production process, the raw material and resources that are required etc. are
included in the constraints manly. All these factors can collectively be impacted by the changes
in the economic, political or the social environment and hence including innovation and
intelligence is the key to it.
The restraints are not similar to constraints as restraints mainly emerge from the societal
boundaries or ethical values, cultural norms etc. and affect the strategies and policies that are
implemented in the organisation (Agndal and Nilsson, 2019). These are different form
constraints because constraints are usually in the form of limited resources that an organisation
can effectively utilise. For instance, a local organisation will always take into consideration the
different rules that society has developed so that it can work successfully without facing any
cultural barriers. Contrarily, if the organisation is able to successfully collaborate with the
society and the people around them, they would be able to reap the benefits immensely. If the
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political party is developing any policies such as nationalist policy, which is opposed by the
people of that country then this automatically affect the citizens where they will oppose the
policy and rather than maintaining the efficiency level, resources would be wasted unnecessarily.
Hence the development of a correct integration technique is essential for the implementation of
the inter- organisational policies.
AC 1.2 Contribution of different organisation towards integration of inter- organisational
strategy100
Participating organisations are the ones that contribute immensely in the development and
integration of the inter- organisational strategy and they mainly include their assistance on the
formulation of various policies and measures accordingly. In the political environment of Ghana,
the participating organisation mainly includes the different government departments, bodies etc.
(Scuotto and et.al., 2017). They assist the parties in making smooth decision making and also
increasing the robustness of the complete system altogether. The overall anticipatory aspects that
are associated with the political party’s strategy formulation implements the processes and tactics
that are implemented. These further empower the different functional units of the organisations
that are participating and the ultimate objective of better decision making can be effectively
achieved. The different aspects such as value chain, synchronisation of the participants of value
chain and operational strategies etc. are the activities which can be assisted by the participating
organisation.
AC 1.3 Analysis of separate components of the strategy implementation
The inter- organisational strategy formulation is a very detailed process and there are multiple
components that need to be included in the implementation strategy. The communication
between the different organisations related to the goals that need to be achieved needs to be clear
and precise. The internal organisation units can be thoroughly linked with the external ones and
the strategies thus developed should be towards integrating the overall efforts (Coghlan and
Coughlan, 2018).
First of all, the organisation needs to be aware of the projections and goals that have been set for
the organisation and will require assistance and then the contribution in the value chain needs to
be identified. Further, the strategic plan that has been prepared by the management must be
comprehensive addressing the key requirements. Strategy is the key and the involvement of a
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variety of stakeholders leads to the ascertainment of the contribution of each stakeholder in the
overall value management aspect.
AC 1.4 Impact of power and status on strategy formulation and implementation
The power and status are inherent in every organisational structure where certain person or a
group of the will always be governing another set of people. The power and the status is the
major basis on which the entire organisation stands and operates. The organisation strategy that
needs to be implemented is usually developed by certain select few individual of the organisation
who are at a higher position and the different level and types of power that are inherent to them
are also recognised and assessed (Merkus and et.al., 2017).
The organisation often tends to develop a proper direction or basis in the basis of which the
entire organisation operates and these directions are usually provided form the top management
who navigate the organisation throughout the different situations that occur in the market
scenario. Power helps in gaining competitive advantages for the company, helps in developing
and implementing correct strategic plans and tools and lastly, it also assists in the overall ranking
and the financial status of the organisation.
AC 1.5 Key stakeholders and change making agents
Change is inherent in every organisation and there are various change agents which acts as the
harbinger of change implementation and application the organizations overall (Audet and Roy,
2016). The external change agents includes those actors that cannot be controlled i.e.
globalisation, economic growth, policies, technology etc, and the internal change agents includes
the workforce quality, training and development activities. In the political area in which the
parties of Ghana operate is mainly affected by the desires and petitions that have been filed by
the normal people that induce change formulation and its implementation in the country. Firs
instance the proposal for the development of a new voter’s register was given by the electoral
commission along with the support of numerous political parties, organisations and people
collectively.
Stakeholders include that party which involves the parties that are interested in the activities of
the business. There are multiple stakeholders that are relevant for every organization and these
can be ascertained as the key employees that are working in the organization, the government,
investors, customers or people for which they are working etc. these also acts as major change
agents in the economy for example, it was the corporate world of Ghana and the people’s desire
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