The Pandemic has stressed every business environment!
Every business exists in an environment: a combination of people, place, product, and other factors. Some factors, such as weather or laws, are common to all businesses in an area, while other factors are unique based on the attributes of the business itself.
All businesses have limited resources, so they must identify, then prioritize, the most critical factors in their environment. Like living organisms in an ecosystem, a business’s survival and success depends upon making the most of its resources to adapt to ever-changing conditions. The pandemic has challenged every business to survive and adapt.
Using The Strategic Arena approach will help to identify and prioritize the most important factors to deal with first.
Your business has a portfolio of critical factors that define the strategic arena in which you compete. Identifying, analyzing, and prioritizing your factors is necessary for your business to grow or remain strong. Working with you, we explore your environment.
Through expert facilitation, The Strategic Arena model guides you through an interactive assessment targeting the 21 factors that directly impact your business.
Use your insights to set priorities
Our assessment process reveals the factors that have maximum impact on your business. Our clients have found that targeting each critical factor in sequence triggers heightened awareness and helps generate insight. Insight, in turn, helps them gain clarity about the most strategic way forward, step by step.
Take strategic actions
The Strategic Arena assessment results provide the input. Then we help you identify, examine, and sequence potential actions to impact your top priorities. As you implement these actions, we advise you to hold regular reviews and make needed adjustments. When an action is complete and a priority factor addressed, then you cycle to your next priority.
Contact us to manage your Strategic Arena
Start to manage your strategic arena. The Consulting Garage’s Strategic Management Process directs your focus to your top strategic actions.
The Strategic Arena is a part of The Consulting Garage’s Strategic Management Model.
- Survey your strategic arena
- Document your competitive situation
- Analyze your strengths and weaknesses
- Define key opportunities and threats
- Design and trigger specific actions to impact your priorities
- Align your strategic process with your business cycle
We offer full confidentiality for all information created in your analysis. We will use a Non-Disclosure Agreement (NDA) on request.
For more detail about The Strategic Arena profile factors, see the table below:
The Consulting Garage evaluates the following factors to create your unique profile.
|Factors||Internal||Description||Attributes + Approaches|
|1||Business Issue/problem||what do you need help with? (clarity, density, motivation)||clarity, density, motivation|
|2||Leadership/governance||who leads and what is their scope and decision authority?||model data and analyze results|
|3||Identity/lifecycle||what is the business & what stage of development is it?||peg lifecycle stage and check tendencies|
|4||Business Model||how do you get revenue and how do you slice up the pie?||build simple business model|
|5||Results History||how has your business performed to date?||model data and analyze results|
|6||Financial Position||how is your cash flow and are you willing to invest?||financial contraints and urgency|
|7||Management Model||how do you manage and who’s accountable?||company culture and functionality|
|8||Organization/staff||who are your staff how are they structured?||organizational model|
|9||Business Cycle||what is the calendar and/or cycle for your business?||chart timeline and milestones|
|10||Processes||how do you do what you do?||process engineering and work flow|
|11||Data AAI||how is your information availability, access and integrity?||identify data sources and utility|
|12||Value & Supply Chain Management||how do you manage suppliers & other 3rd parties?||chain design and efficiency models|
|13||Culture||what is your work environment like, and what’s the culture?||workplace and staff issues|
|14||Strategic Embedding||does everyone understand the goal and how to get there?||communication, clarity, alignment|
|15||Customers||Who are the sources of revenue and how concentrated are they?||buyer power and concentration|
|16||Competitors||Who else is competing for that revenue?||red or blue ocean|
|17||Suppliers/3rd parties||Who are the 3rd parties that you are using?||access to external expertise|
|18||Market/industry||what is the target market and industry segment?||SWOT, competitive analysis|
|19||Competitive Factors||on what factors do market rivals compete?||Strategic canvas|
|20||Best Practice Utility||is best practice readily available & applicable to problem?||uniqueness of problem and need for external ideas|
|21||Relevant Macro Factors||are there larger economic/societal issues materially involved ?||material causal factors|