Attend only to the important issues and not the urgent issues. I want you to evaluate the products performance or the service performance of your company. What external changes could effect the organization? Attend to the important issues and not the urgent issues.
Facilitate to gain consensus on the top three to five issues. Issues should be clearly articulated so that another outside of the organization can understand the description of the issue.
Another area I want like you to evaluate is how how your products and services are performing. What is the quality of our internal activities, e. Or, should we collect input from everyone now about what they see as strategic issues? We address strategic issues through good strategy, and good strategy is developed through good analysis.
I want you to develop some benchmarks and some targets that we can shoot for in our financial performance. Many issues are based on gut feeling or intuition, rather than on extensive external and internal assessments.
So if you are having trouble identifying how to come up with your strategic issues, I am going to give you four key areas to look at. I am going to throw in a couple of letters here: Then external to our company, I want you to look at the external forces that have impacted our company.
At this time you can either decide to keep your winners, dump you losers or you can implement some additional strategy that may help you improve their performance; Re-evaluate it in year two, and may be decide then if it is a keeper or a dumper.
Write down the issues. Four great areas that I want you to evaluate your company successes and failures. I want you to develop a little grid where I want you to list what the gross sales are for each product or service that you perform.
Their failures last year, they lost a great client; they had a decrease in sales due to the economy and they lost a little bit of efficiency. Then, the other area that I want you to look at are evaluating your financial performance areas.
Address Questions Such As: I want you determine how your company is doing financially, and then I want you to look outside your company to the external forces. Address those critical unknowns that can present themselves as problems, opportunities, market shifts or any other factors that have impact on the direction and course of your company.
It could be a blessing or it can be a curse because in order to compete, you may have to invest a lot of dollars to keep up with the technology. Deal with issues that you can do something about.
So what are strategic issues? What are the threats that we might be facing from this external situation?
And then the economic factors; may be its a slumped economy, may be is a great economy and your company is doing excellent. Be careful not to ignore current major issues in the interest of pursuing more creative and forward-looking goals. Once strategies Application identifying strategic issues been suggested, then suggest some specific milestones that will be recognized along the way of implementing the strategies -- can call them goals.
What are our weaknesses of the organization, based on the quality of our internal activities? It might require several goals for each issue. They are those things that keep you up at night; they are those critical and unknowns that can present themselves as problems, as opportunities as market shifts or any other factors that have impact on the direction and course of your company.
Therefore, the reader might best be served to first read the information in the topic Strategic Planning. So how do we address strategic issues? What are the opportunities we might have from this external situation?
You can refine them as you actually work to implement them. Many organizations have faltered because their planning focused too far down the road and they ended up falling over their feet. Issues and goals usually come from strengths to be build on, weaknesses to be strengthened opportunities to be taken, and threats to be avoided.
Issues that are too narrow do not warrant planning and issues that are too broad will bog you down.View Identify Strategic Issues with appencies from MPH at Benedictine University. Identify Strategic Issues Terrell Myers Benedictine University Community Health Status Assessment The community.
“Application: Identifying Strategic Issues” Abstract Identifying strategic issue is a core element for developing an effective strategic plan for an organization.
STRATEGIC ISSUES 1 “Application: Identifying Strategic Issues” William D. Towah Walden University STRATEGIC ISSUES 2 “Application: Identifying Strategic Issues” Abstract Identifying strategic issue is a core element for developing an effective strategic plan for an organization.
It creates the platform for answering questions that. To help identify strategic issues, we begin by asking a series of questions in four areas: constituent needs, funding trends, other external factors and internal factors: Constituent needs Understanding the needs of our constituents and whether our current program offerings meet them is essential for impact.
NACCHO Mentorship Program; Water Model Aquatic Health Code; Vector Control Identifying and prioritizing strategic issues; Phase 5: Developing Goals, Strategies, and an Action Plan Strategic issues are identified by exploring the convergence of the results of the four MAPP Assessments and determining how those issues affect the.
MAPP PHASE 4: IDENTIFY STRATEGIC ISSUES 3 Executive Summary The fourth phase of the MAPP process consisted of the identification of strategic issues.Download