Module review – the practice of

strategy and assignment support

Session aims

❑ Assess who to involve in strategising

❑ Evaluate different approaches to strategising activity
❑ Assignment support: management report structure and expectations
Strategic leadership roles

Three qualities senior managers need to contribute to high-level strategy making :

▪ Mastery of analytical concepts and techniques

▪ Social and influencing skills

▪ Group acceptance as a player – respect.

The strategists – strategic planners
Information and
❑ Strategic planners, sometimes known as
Analysis
strategy directors or corporate development
managers are managers with a formal Managers of
responsibility for co-ordinating the strategy strategy process
process.
❑ Such people are commonly appointed in Special Projects
larger companies and in the public sector
The strategists – middle managers

Four roles middle managers have in relation to the management of strategy :

▪ Information source – from their knowledge and experience
▪ ‘Sense-making’ of strategy – translating strategy into a message that is relevant to business units
▪ Reinterpretation and adjustment of strategic responses as events unfold
▪ Champions of ideas that can be the foundation of new strategies

Middle managers increase their influence on strategy when they have :

▪ Key organisational positions
▪ Access to organisational networks
▪ Access to the organisation’s strategic conversation
Strategy consultants
Analysing,
Three ways to improve outcomes from strategy prioritising,
consulting : & generating
options
▪ Professionalise purchasing of consulting services
▪ Develop supervisory skills to manage consulting projects Transferring
▪ Partner effectively – project teams should include a mix of knowledge
consultants and managers from the client organisation

Promoting
strategic
decisions

Implementing
strategic
change
Who to include in strategy making?
Strategic issue-selling
❑ Strategic issue-selling is the process through
which individuals within an organisation bring a
specific concern, idea, or issue to the attention of
senior management or decision-makers in a way
that motivates action or sparks change..
❑ Aspect of issue-selling:
1. Framing the issue
2. Tailoring message
3. Building alliances
a.Formal or informal channels
b.Sell alone or in coalitions
4. Timing
Strategic plans
A strategic plan provides the data and argument in support of a strategy for the whole
organisation.
A strategic plan has the following elements :
▪ Mission, goals and objectives statement
▪ Environmental analysis
▪ Capability analysis
▪ Proposed strategy
▪ Resources required
▪ Required changes in structures, systems and culture.
Assignment brief
Select an organisation (only one organisation as your case organisation) from the list of FTSE 100 (see file
FTSE100.pdf).

Conduct desk research of your chosen organisation.

Using suitable frameworks covered in the module, conduct a strategic analysis of the chosen organisation.

You must then prepare a management report presenting the findings and analysis.

Your report must include an overview of the organisation's background, including its history, present mission, and vision, as well as,
more importantly, an analysis of its strategic activities, capabilities, drivers, and nature of the industry within which it operates.
Your analysis will need to consider the broader internal and external environmental factors that influence the organisation's
competitive advantage.

You are required to propose suitable strategic recommendations for the organisation based on your research and
analysis. You should also consider the implications of your recommendations.
Assignment Tasks

a. an overview of the chosen organisation & industry within which it operates;

b. a brief introduction to the organisation and its history, including its existing mission and vision;

c. critical analysis of the chosen organisation's current Sustainable Development Goals (SDGs);

d. analysis of the current performance and capabilities of the chosen organisation;

e. analysis of the nature, situation and competitive drivers of the relevant industry in 2023;

f. discussion on findings of the analysis that will lead to potential strategies that they can adopt to succeed as a
sustainable and responsible business;

g. recommendation for strategic future action for the organisation.

Assignment parameters
❑ Individual report
❑ Word count: 2,500 words (+/- 10%)
❑ Only main body forms part of the word count
❑ Exclude cover page, executive summary, table of contents, any
illustrations/tables/charts/graphs etc, reference list/bibliography, or appendices.
❑ The use of Generative AI is not permitted for conducting analysis, write and/or
present your work, whether in part or the whole piece of your assessment – see use
of Generative AI statement on Canvas for further details:
https://canvas.stir.ac.uk/courses/15483/pages/assessment-and-feedback
❑ Case company must be chosen from the FTSE 100 list (as at 5 September 2024)
provided on Canvas https://canvas.stir.ac.uk/courses/15483/files/4142587?wrap=1
❑ Only MS Words – no other files accepted
Requirements and marking criteria
Understanding the assignment:
Demonstrate understanding of the assignment tasks and method of approach.

Understanding the organisation:

Demonstrate understanding of the business context and priorities for the selected organisations and industry within which it operates. This includes the
degree to which you have demonstrated understanding of the strategic challenges facing the organisation and the chosen organisation's current Sustainable
Development Goals (SDGs).
Analysis of organisation’s external environment
Demonstrate the appropriateness of the selected framework and its effective use to critically analyse the chosen organisation's external environment.
Ensuring their appropriate construction, is clearly and correctly applied, creatively presented and interpreted.
Analysis of organisation’s internal environment
Demonstrate the appropriateness of the selected framework and its effective use to critically analyse the chosen organisation's internal environment.
Ensuring their appropriate construction, is clearly and correctly applied, creatively presented and interpreted.
Findings and discussion
Presenting and discussing the findings with clear and logical arguments. Highlighting the key features and evidence from the strategic management analysis.

Recommendations and conclusion

Clear recommendations and conclusions based on evidence, interpretation and logical extension from the findings and analysis. The rationale for the
proposed strategic recommendations for the organisation is presented with a clear narrative and is appropriate for the chosen organisation.
Presentation of report
The clarity of assignment presentation and structure. Quality of writing (spelling, punctuation, and grammar) and use of the Management Report Format.
Clarity and quality of graphics and visual presentation. Using appropriate references style - Harvard Stirling University (HSU).
Contents

A report usually has a structure something like

this:
• Title Page
• Executive Summary
Front-end
• Acknowledgements (where necessary – not applicable for this task)
• Table of Contents

1. Introduction
Main Body 2. Main body, broken into sections – do not use “main body” as a
title
– Section 2, 3, 4…. (remember to number the sections e.g 1.0, 1.1,
1.12 etc
3. Conclusions and Recommendations
Back-end
• References
• Appendix (if necessary)
– Appendix 1, 2, 3..
Title Page - example

Analysis of BAE Systems Plc Strategy

A Report to the Board of

BAE Systems Plc

A.N. Other
12345678

7 Nov 2024
Executive Summary

This is usually a one-page abstract of the entire report, and may be all that a busy
business executive reads.

It should:

• explain the terms of reference, the purpose and scope of the report,
• state the key methods and approach used,
• list the main conclusions,
• list the key recommendations.

However, it is not part of the report and should not say anything which is
not in the report itself. This section is usually written last of all.

It is not an Introduction
Table of
Contents
Introduction
This should cover most of the following:

1. The purpose of the report;

2. Scope (to identify, to propose, to recommend…);
3. A brief background – overview of chosen organisation & industry within which it operates in.
4. Brief introduction to the organisation & history, including current mission and vision.
5. Methodology and approach (see next slide for what to include)
6. Brief overview of the structure of the report.

It may be difficult to write all this coherently in one paragraph, in many cases
the background will justify a separate paragraph
Methodology/ Approach

This part should provide readers with the approach used in the
report including analysis type, frameworks, tools etc

The method and structure of the enquiry (published statistics,

models/frameworks, maps, evaluations) – stages of data analysis
and how they combine to form a conclusion.

Can be presented as a flow/process map.

Main body (give a suitable title - Do not use “Main Text/body” as a
title)
The main part of the report should detail the main evidence for the report.

This should be split into:

• Part 1: Strategic positioning
• Analysis of the nature, situation and competitive drivers of the relevant industry (external);
• Critical analysis of the chosen organisation's current Sustainable Development Goals (SDGs);
• Analysis of the current performance and capabilities of the chosen organisation (internal);
• Part 2: Strategic choices
• Identifying suitable strategic options (choices) based on analysis in part 1
• discussion on findings of the analysis that will lead to potential strategies that they can adopt to succeed as a
sustainable and responsible business;
• Part 3: Conclusion and recommendations
• recommendation for strategic future action for the organisation.
• Based on analysis in part 1 and options/choices identified in part 2
Main body (continued)

It is quite normal (and indeed expected) in reports to use sub-headings. However, do not
number every single paragraph.
Decide on a standard system to show the relationship of one section to another. One of
the most common is a decimal or decimal/alpha system and a combination of capitals,
underlining and bold can also be used, but keep it consistent. e.g.:
1. MAIN SECTION
1.1 Sub section
1.1(a) Sub-division of first subsection
Conclusions
• You conclude your report by summarising Key Points
• Briefly restate the main findings or insights from the report.
• Focus on the critical takeaways.
• Avoid introducing new information; keep it concise and aligned with the
content.
• Example:
"This report has highlighted the need for streamlining product
portfolios, with key areas of improvement identified in product
offerings and market focus. This key areas were identified during the
analysis phase of this report and is highlighted in section 1.2………"
Recommendations
• Reports are frequently acted upon, (for example, Government Reports are usually the
forerunner to legislation or Management Report usually informed Management of
strategic change or operation improvements) and so the reader will be expecting to be
offered some recommendations.
• Reports are written not just to inform but to enable the reader to do something about
the issue which originated the report in the first place.
• Therefore, ask yourself:
• “Is the information leading up to the recommendations clear”?
• “Have I justified the recommendations I make”?
• “Do they follow logically from the analysis and content”?
• Provide Actionable Recommendations
• Emphasise the Strategic Importance
• Consider implications of the recommendations – practical, financial, operational
etc
Example of actionable recommendations and implications
Table 9 Recommendations

Recommendation Action Implication

Identify target regions and

Expand into international Opens new revenue streams and
establish local partnerships by
markets enhances global brand presence.
Q4.
Identify target regions and
Expand into international Opens new revenue streams and
establish local partnerships by
markets enhances global brand presence.
Q4.
Introduce eco-friendly product Aligns with consumer
Focus on sustainability initiatives alternatives and reduce carbon preferences and strengthens
footprint by 25% within 5 years. brand reputation.
Illustrations, Figures, Tables
Wherever possible, graphs, tables, charts and diagrams should be used to illustrate and
clarify arguments. They should:

1. Be numbered for easy reference and titled.

2. Use the facilities within MS Word for assigning captions to figures and tables and
cross-referencing.
3. Be referred to in the text. Tables and graphs should illustrate a point you are making.
4. Avoid floating tables – those that have little connection to the content or no links to
the discussion.
5. Don't include them just for padding or hope that their significance will dawn on the
reader. For an example of how to use and reference figures:
Using Figures/Tables

Always connect
figures/tables to
the report
discussion/
narratve
Sources/ Evidence /References

❑Listing your sources of factual information is vital in a report.

Use Harvard
Eg Contents of tables, if they are not your own, should have their source Stirling style.
indicated (e.g. Department of Employment Gazette, Labour Force Survey, https://libguide
Company Annual Report) s.stir.ac.uk/Refe
rencing
❑Likewise figures, diagrams, photos, etc.

❑Any data which originates outside your own study should have the source
indicated in reference.

❑These must be valid and from reliable/reputable sources

References

Blogs, Wikipedia,
Use only good quality EssaySites etc are NOT
references. acceptable in any
report at University
level
Good Practice: Example

The Scottish Government (2017). Transport Scotland, ScotRail Franchise. Available:

www.transport.gov.scot/rail/scotrail-franchise/scotrail-franchise. [Accessed: 11 February
2022].

Zamora, J., Vasquez-Parraga, A., Rodriguez, A. and Gonzalez, A. (2011) Road Travelers'
Motivations and Loyalty: Train Versus Bus Services. Journal of Travel & Tourism
Marketing, 28 (5), pp. 541-555 .
Poor Practice
Thomas, R. (2014). Mobile software for working on-the-go. Available:
Blog
www.geeks.ltd.uk/about-us/blog/details/DU1Rh8/mobile-software-for-working-on-the-go.
[Accessed: 16 February 2019].

Cocosila, M. and Trabelsi, H. (2017). Electronic commerce research and

applications. Available: http://ac.els-cdn.com/S1567422316300734/1-s2.0-
S1567422316300734-main.pdf?_tid=3df0fcb4-f48e-11e6-a71f-
00000aacb35e&acdnat=1487280424_cc7a077b64b61f169f1b96ebb828ac6a. [Accessed: 16
February 2019].
Not an accurate reference. This is a journal article from Electronic Commerce Research and
Applications.
The citation is the same regardless if you access it physically or electronically. The Http
address is a location, not a reference. Plus it’s a deadlink…..
Appendices

Use Appendices only if you have to

❑For example if you have bulky information (raw data etc) that would impede the flow of
information in the text.
❑Do not feel that you HAVE to have an Appendix and don't be tempted to pad out the report
by filling the appendix with material you have rejected for the main text, just to show how
busy you have been.

Appendices may include:

• Any explanatory notes or information that would clutter up the main body of the report,
• Repeated tabulations and calculations not included in the text – a sample would be in the
main report.
Question