IntrotoEnvironmentalScanningPresentation_000
Transcript of IntrotoEnvironmentalScanningPresentation_000
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
1/37
.
Tuesday, August 23, 2011Prof. Shivaji JAgatap 1
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
2/37
` Introduction to the environmental scanning
process Definition of scanning
Types of scans
` What to include in your scans
` Tips on conducting scans
` Tips on producing scan report
` Resources` References
Tuesday, August 23, 2011Prof. Shivaji JAgatap 2
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
3/37
Tuesday, August 23, 2011Prof. Shivaji JAgatap
.
3
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
4/37
` The process of collecting, analyzing, and
distributing information for tactical andstrategic purposes
Tuesday, August 23, 2011Prof. Shivaji JAgatap 4
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
5/37
` To provide strategic intelligence by evaluating
potentially significant environmental changes
Con
veys both curren
t en
vironm
ental status a
nd how it ischanging trends
Alerts planners to trends that are converging, diverging,
interacting, accelerating, or decelerating
Ideal end-goal: allows for adaptive planning before these
trends occur or fully develop
Tuesday, August 23, 2011Prof. Shivaji JAgatap 5
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
6/37
` Often refers only to the environment that is
external to the organization
(also called them
acro en
vironm
en
t)
` Good strategic planning requires information on
internal organizational factors, so whenever
possible in
clude these also(unless obtained in separate processes)
Tuesday, August 23, 2011Prof. Shivaji JAgatap 6
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
7/37
` One cycle in the strategic planning process
Tuesday, August 23, 2011Prof. Shivaji JAgatap 7
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
8/37
Tuesday, August 23, 2011Prof. Shivaji JAgatap
.
8
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
9/37
Tuesday, August 23, 2011Prof. Shivaji JAgatap
Ad Hoc Periodic Continuous
General
Character-
istics
Usually performed in response
to crisis
Not as in-depth
Forecasts are more short-term
Tied to planning cycle
(e.g., every 3 years)
In-depth
Forecasts 5 to 10 years
Also called Continuous Learning Structured, in-depth data collection
and analyses by dedicated staff
Data gathered is more
comprehensive
ProsAllows for quicker turn-around of
scan results
Lower commitment of resources
over time
Predictable frequency
allows for appropriate
budget planning
Frequency provides timely
information gathering for
planning
Planning is proactive
Dedication of time by researchers
allows incorporation of data from
more sources
Provides planners with more
comprehensive information
Informs planners of critical changes
sooner
Plans can be adjusted or adopted
more proactively
Cons
Data can be more superficial
Results may address immediate
issues, but are less
generalizable
If only conducted in response to
crises, indicates lack of
organized institutional planning
efforts
Planning response is reactive
Reaction to unforeseen
changes in environment
(e.g., onset of recession)
may require Ad Hoc scan
to supplement information.
Planning response is then
more reactive
Requires ongoing institutional
commitment of resources (funding,
personnel, and time)
9
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
10/37
` PESTEL
` SWOT Analysis
` ETOP
` QUEST` EFE Matrix
` CPM
Tuesday, August 23, 2011Prof. Shivaji JAgatap 10
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
11/37
` PESTLE is an analytical tool which considers
external factors and helps you to think abouttheir impacts
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
12/37
` Is a useful tool for understanding the bigpicture of the environment in which you areoperating
` By understanding your environment, you cantake advantage of the opportunities andminimize the threats.
` This provides the context within which moredetailed planning can take place to take fulladvantage of the opportunities that presentthemselves.
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
13/37
` P Political The current and potential influences from political pressures
` E - Economic The local, national and world economic impact
` S - Sociological The ways in which changes in society affect the project
` T - Technological How new and emerging technology affects our project / organization
` L - Legal How local, national and global legislation affects the project
` E - Environmental Local, national and global environmental issues
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
14/37
` Political: Government type and stability Freedom of the press, rule of law and levels of bureaucracy and corruption Regulation and de-regulation trends Social and employment legislation
Tax policy, and trade and tariff controls Environmental and consumer-protection legislation Likely changes in the political environment
` Economic: Stage of a business cycle Current and projected economic growth, inflation and interest ratesUnemployment and supply of labor
Labor costs Levels of disposable income and income distribution Impact of globalization Likely impact of technological or other changes on the economy Likely changes in the economic environment
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
15/37
PESTLE
` Sociological: Cultural aspects, health consciousness, population growth rate, age distribution, Organizational culture, attitudes to work, management style, staff attitudes Education, occupations, earning capacity, living standards Ethical issues, diversity, immigration/emigration, ethnic/religious factors
Media views, law changes affecting social factors, trends, advertisements,publicity Demographics: age, gender, race, family size
` Technological: Maturity of technology, competing technological developments, research funding,
technology legislation, new discoveries Information technology, internet, global and local communications Technology access, licensing, patents, potential innovation, replacement
technology/solutions, inventions, research, intellectual property issues, advancesinmanufacturing
Transportation, energy uses/sources/fuels, associated/dependent technologies,rates of obsolescence, waste removal/recycling
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
16/37
PESTLE
` Legal: current home market legislation, future legislation
European/international legislation
regulatory bodies and processes
environmental regulations, employment law, consumer protection
industry-specific regulations, competitive regulations
` Environmental: Ecological environmental issues, environmental regulations customer values, market values, stakeholder/ investor values
management style, staff attitudes, organizational culture, staff engagement
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
17/37
.
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
18/37
Strengths
Opportunities
Weakness
Threats
Factors Internal
to Organization
Factors External
to Organization
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
19/37
`A SWOT analysis generates information thatis helpful inmatching an organization orgroups goals, programs, and capacities to
the social environment in which it operates.` Factors internal to the firm usually can be
classified as strengths (S) or weaknesses(W), and those external to the firm can be
classified as opportunities (
O) or threats (
T).
` It is an instrument within strategic planning.
` When combined with dialogue it is aparticipatory process
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
20/37
` StrengthsPositive tangible and intangible attributes, internal to anorganization. They are within the organizations control.
` Weakness
Factors that are within an organizations control thatdetract from its ability to attain the core goal. Which areasmight the organization improve?
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
21/37
` Opportunities External attractive factors that represent the reason for
an organization to exist and develop. What
opportunities exist in the environment, which willpropel the organization?
Identify them by their time frames
` Threats External factors, beyond an organizations control,
which could place the organizationmission oroperation at risk. The organizationmay benefit byhaving contingency plans to address them if theyshould occur.
Classify them by their seriousness and probability ofoccurrence. Back to Design
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
22/37
` Be realistic about the strengths andweaknesses of your organization or group.
` Distinguish between where your organizationis today, and where it could be in the future
` Be specific: Avoid gray areas.
`Always analyze in relation to your coremission.
` Keep your SWOT short and simple. Avoidcomplexity and over analysis
` Empower SWOT with a logical conceptualframework.
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
23/37
Environmental threats and opportunity profile.
1. List Environmental Factors
2. AssessIm
pact of Each-other3. Get a Big Picture
Tuesday, August 23, 2011Prof. Shivaji JAgatap 23
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
24/37
Environmental Factors Impact on Each other
Economic (+) Rising income Levels
(-) Price Competition
Social (+) Change in Lifestyles
(-) Change in customer tastes
Technical (+) Product becomes unique
(-) Acquisition ofnew tech. is
expensive
Customer (+) Loyalty is high
(-) preference for differentiated goods
Supplier (+) High input cost(-) Improved cost
Tuesday, August 23, 2011Prof. Shivaji JAgatap 24
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
25/37
` The threat matrix
Tuesday, August 23, 2011Prof. Shivaji JAgatap 25
MajorThreats Moderately Threats
Moderate Threats Minor Threats
High
Seriousness
Low
LowHigh
Probability of occurrence
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
26/37
` The opportunity matrix
Tuesday, August 23, 2011Prof. Shivaji JAgatap 26
Very attractive Moderately attractive
Moderate attractive Least attractive
High
Attractiveness
Low
LowHigh
Probability of occurrence
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
27/37
` The impact matrix
Tuesday, August 23, 2011Prof. Shivaji JAgatap 27
Trends Probability of
occurrence
Impact on strategies
S1 S2 S3 S4 S5
T1T2
T3
T4
T5
T- Trends
S- Strategies
(Five point scale )
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
28/37
Tuesday, August 23, 2011Prof. Shivaji JAgatap 28
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
29/37
Tuesday, August 23, 2011Prof. Shivaji JAgatap
Depends (Example of Educational Institute)
29
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
30/37
` Depends Type of scan (Ad hoc, Periodic, Continuous)
Your institutions relationship to its service area
How the scan information will be used
` Things to consider including: Customer analyses
x Current and potential students
x
Current and potential students parentsx Current and potential employers
x Other institutions of higher education (for transfer students)
Tuesday, August 23, 2011Prof. Shivaji JAgatap 30
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
31/37
` Community relations Community satisfaction
Community needs assessment
` Competitors Other public and private CCs,
universities, and technical colleges
` Campus (& District) Climate Students
Staff
Faculty
Administration
` Macroenvironment: STEEP Socio-cultural
x Demographicsx population size and distribution
x age distribution
x education levels
x income levels
x race and ethnicity
Socio-Cultural (continued)x Attitudes about higher education
x Cultural shifts
Technologicalx New products and services training
opportunities
x New manufacturing processes
x Infrastructure changes
Economicx Industry/career demand and decline
x Unemployment
x Inflation
Environmental/Ecologicalx New industry opportunities
Politicalx
Political clim
ate/stabilityx State budget deficit or surplus
x Changes in legislation
Tuesday, August 23, 2011Prof. Shivaji JAgatap 31
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
32/37
` Rate factors on two dimensions: Potential impact on your institution
Probability of occurrence
` Look for changes in current trends
` Look for potential interaction effects between
factors.
Tuesday, August 23, 2011Prof. Shivaji JAgatap 32
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
33/37
Tuesday, August 23, 2011Prof. Shivaji JAgatap
.
33
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
34/37
` Dont try to do this alone! Assemble a research team
Divide the workload
` Allow your team ample time to do the work*
Tuesday, August 23, 2011Prof. Shivaji JAgatap
* Then give yourself evenmore time!
34
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
35/37
` Use an editor to create a common voice in the
text.
` Consider your audience.` Present your data so that it tells a story, then
actually tell that story. Because
` The readermust be able to envision the future and
engage in future-thinking.
Tuesday, August 23, 2011Prof. Shivaji JAgatap 35
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
36/37
` Again, consider your audience.` Use charts and graphs to clearly present past and future trends.` Refer to The Visual Display of Quantitative Information by Edward Tufte
for guidance of best practices.
` Use color in charts and graphs to draw readers attention to importantfactors, and avoid chart clutter. But, make sure they are still readable if photocopied or printed in grayscale.
Tuesday, August 23, 2011Prof. Shivaji JAgatap
Dont do what we did! (And we even knew better)
36
-
8/4/2019 IntrotoEnvironmentalScanningPresentation_000
37/37
` Morrison, J. L. (1992). Environmental scanning. In M. A.Whitely, J. D. Porter, and R. H. Fenske (Eds.), Aprimer fornew institutional researchers (pp. 86-99). Tallahassee,Florida: The Association forInstitutional Research. Out ofpublication, but still available on the web:http://horizon.unc.edu/courses/papers/enviroscan/
` http://en.wikipedia.org/wiki/Environmental_scanning
` Tufte, E. R. 2001. The Visual Display of QuantitativeInformation. Cheshire, Connecticut: Graphics Press LLC.
Tuesday, August 23, 2011Prof. Shivaji JAgatap 37