Mapping and Evaluating the General External Ecosystem of an Industry-Economic Sector You will…
Mapping and Evaluating the General External Ecosystem of an Industry-Economic Sector
You will conduct research and perform critical analyses of the general external ecosystem, including a detailed stakeholder analysis, Thermo Fisher Scientific. You will examine and probe the work of your peers, and then offer potential critical directing questions and specific and constructive ideas for improving your peers’ work.
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To prepare for this Activity:
§ Review the Readings and, in particular, examine the Scanstep framework in Pitt and Koufopoulos (2012: Chapter 2).
§ Review the Tools for Your Strategic Thoughts document and consider how to best deploy them. You are not required to use the pre-designed templates, but you will be responsible for a robust and complete analysis with implications clearly stated.
To complete this Activity:
§ Conduct a thorough and well-argued general external ecosystem analysis for the industry in which Thermo Fisher Scientific trades.
o Be sure to explain what the strategic implications of your analysis are and how the set of implications limits or shapes your strategic recommendations.
o Be sure to identify specific future strategy actions and recommendations based on your evaluation of options and to provide a basic defense of why your recommended actions are the most appropriate.
§ Conduct a thorough and well-argued stakeholder analysis for the industry of the organisation you have chosen.
o Be sure to explain what the strategic implications of your analysis are and how the set of implications limits or shapes your strategic recommendations.
o Be sure to identify specific future strategy actions and recommendations based on your evaluation of options and to provide a basic defense of why your recommended actions are the most appropriate.
§ You may want to attach either a worksheet or other table or visual as part of your analysis.
Readings: Pitt, M., & D. N. Koufopoulos, (2012)Essentials of Strategic Management, London: Sage § Chapter 2, ‘Understanding the External Environment’ (pp.30-56) § Chapter 3, ‘Industry Sector Environments’ (pp.57-97)
Andrews, R., & M. Johansen, (2013) ‘Organisational Environments and Performance: A Linear or Nonlinear Relationship?’,Public Organisation Review,12 (2), pp.175-189
Nandakumar, M. K., A. Ghobadian, & N. O'Regan, (2010) ‘Business-Level Strategy and Performance: The Moderating Effects of Environment and Structure’,Management Decision, 48 (6) pp. 907-939
Porter, M., (January 2008) ‘The Five Competitive Forces That Shape Strategy’,Harvard Business Review,Available at:https://cb.hbsp.harvard.edu/cb/pl/22461329/22461607/0c6a0bd2cc0d082446d2cd90de5e50b3, (accessed:15/11/13)
Schulz, W. C., III. (2012)Using “Tools for Tracking Your Strategic Thoughts”.Unpublished manuscript.
Schulz, W.C. (2013). Tools for Tracking Your Strategic Thoughts; companion to spreadsheet, pp.1-26. Baltimore, MD: Walden University.
Wirtz, B. W., A. Mathieu, & O. Schilke, (2007) ‘Strategy in High-Velocity Environments’,Long Range Planning, 40 (3) pp.295-313
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