This unit describes the skills and knowledge required to establish the strategic direction of the organisation, sustain competitive advantage and enhance competitiveness. It covers analysis and interpretation of relevant markets, capability assessment of the organisation and analysis of the organisation s existing and potential competitors and allies. It also covers implementation of the strategic plan and developing specific actions and initiatives that will be undertaken by people working in various roles.
It applies to individuals working in senior roles in the organisation who have responsibility for ensuring that the organisation is positioned to ensure its long-term viability and success.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Performance criteria describe the performance needed to demonstrate achievement of the element.
1.1 Check with stakeholders that organisational vision and mission are still held to be current and are supported
1.2 Make any changes or refinements to vision or mission statement as required
1.3 Review or develop organisational values to support the vision and mission statement
1.4 Gain support for strategic planning process from all relevant stakeholders
2.1 Determine information requirements and undertake or commission research to deliver relevant information
2.2 Analyse political, economic, social, and technological developments in a global context
2.3 Seek advice from appropriate experts wherever necessary
2.4 Identify and consider strengths and weaknesses of existing and potential competitors and allies
2.5 Analyse organisation s strengths, weaknesses, opportunities and threats
2.6 Consider cooperative ventures that are supported by risk and cost benefit analyses, are consistent with the organisational vision, mission and values and provide for due diligence
2.7 Check that analysis of internal and external environment is consistent with the perspectives of other informed people
3.1 Document relevant research and background for inclusion in the strategic plan
3.2 Formulate strategic objectives and strategies needed for the future
3.3 Detail each strategy with an assigned priority, a timeframe, responsible parties and measurable performance indicators
3.4 Circulate strategic plan for comment, support and endorsement
4.1 Communicate strategic plan to all relevant parties
4.2 Brief people with a specific role in relation to strategies
4.3 Use performance indicators to monitor progress in implementing plan
4.4 Make necessary refinements to plan
4.5 Evaluate achievement of objectives at agreed milestones
4.6 Review effectiveness of plan and consider methods for improving strategic planning processes
About This Course
Evidence of the ability to:
- consult and communicate effectively with relevant stakeholders to:
- confirm or revise the organisation s mission, vision and values
- validate findings of research and analysis
- get input to and endorsement of strategic plans
- brief relevant parties about the plan
- analyse organisation s internal and external environment to formulate strategic plans including:
- background and research relevant to the plan
- legislation, regulations and codes of practice, including for intellectual property
- objectives, strategies and priorities
- roles and responsibilities
- performance indicators
- consideration of co-operative ventures
- cost-benefit and risk analysis
- seek advice from appropriate experts wherever necessary
- monitor and evaluate the implementation of the plan and make refinements as appropriate
- review effectiveness of planning processes and identify opportunities for improvement.
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.
To complete the unit requirements safely and effectively, the individual must:
- outline the legislation, regulations and codes of practice relevant to the organisation s strategic plan.
- give examples of risks and risk management strategies relevant to strategic planning including:
- intellectual property rights and responsibilities
- other risks
- outline strategic planning methodologies including political, economic, social and technological (PEST) analysis and strengths, weaknesses, opportunities and threats analysis (SWOT)
- identify internal and external sources of information relevant to the organisation’s market, competitors, customer base, vision, values and capabilities
- outline techniques for developing organisational values.
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to:
- relevant legislation, regulations, standards and codes
- workplace documentation and resources
- case studies and, where possible, real situations
- interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.