Reviewing organisational strategy plans and performance


Business Management

Reviewing organisational strategy plans and performance

Reviewing organisational strategy plans and performance is one of the key skills all managers should have to fulfill their role. The Reviewing Organisational Strategy Plans and Performance course is about reviewing current strategic aims and objectives, analysing progress towards their achievement and evaluating alternatives. The course teaches you the practical tools and techniques to do so.

UK:   £479 (including VAT)
Non-UK:   £399

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Three instalments of £159.67 (UK) or £133 (non-UK)

– First payment on registration,
– Second instalment after one month
– The final instalment after two months (before certification)

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The course will therefore help you to become a better manager through the knowledge you will gain; knowledge which will make you more valuable to your current and potential future employers.

On successful completion of the Reviewing Organisational Strategy Plans and Performance course you will receive the course certificate awarded by the UK’s prestigious Chartered Management Institute (CMI).  It is a postgraduate level 7 qualification which also entitles you to apply for Chartered Manager status with the Institute.

Who is it for?

The Reviewing Organisational Strategy Plans and Performance course is for anyone who needs to understand how to review an organisation’s strategic plans in their work.



There are three Learning Outcomes which you will cover in the course. On completion you will:


1. Be able to review the organisational strategic aims and objectives

1.1 Identify the current strategic aims and objectives

You will review an organisation’s high level aims and objectives – if your own organisation does not have one that you can use, then you can find an alternative through the internet or refer to case studies within text books.

1.2 Undertake an evaluation of the component parts of a strategic plan, including the objectives

You will then evaluate each component part of the chosen strategic plan in relation to the theoretical principles of what is understood about their purpose within the plan. Components are: Strategic values statement – vision statement – mission statement – strategic aims and objectives – strategic performance measurement system. You will review (a) Patrick Lencioni’s work on values and possibly analyse the difference between your stated organisational values and the prevailing values, (b) the work of Hamel and Prahalad on vision to test if your own vision is fit for purpose, and (c) conduct Lynch’s test on mission to demonstrate your critical thinking at this level.

1.3 Analyse the factors affecting the strategic plan

You will identify the strategic aims and objectives. Have they been developed from the vision and mission? Do the aims talk about general purpose and are the objectives more focused? Are the objectives SMART? You will consider both internal and external factors and analyse the extent to which they have impact. What are the main external drivers within the business environment that your organisation needs to consider when developing its strategic plan? Globalisation, innovation, environmental turbulence to name but a few. You will use models (e.g. Yip’s global strategy model, PESTLE, Porter’s Five Forces, Porter’s diamond model) to demonstrate how these can be potential threats or opportunities. You will consider what are the internal strengths and weaknesses – the capabilities and competences that impact upon the strategic plan.


2. Be able to analyse progress towards organisational strategic aims and objectives

2.1 Apply a range of strategic analysis tools to audit progress towards strategic aims and objectives

You will test how well aligned the aims and objectives are to the organisation’s vision and mission and to SMART principles, and check whether they are quantitative or qualitative, short or long term, financial (strategic from the shareholder’s perspective) or strategic from a customer/marketing perspective, before auditing progress towards their achievement.

2.2 Evaluate the expectations of all stakeholders and their influence upon the organisational strategy

You will use stakeholder analysis tools (e.g. Mendelow’s power and interest matrix) and theory (e.g.: Johnson, Whittington and Scholes) to enable you to firstly indicate the level of power and influences that stakeholders have and then to evaluate each stakeholder’s expectations and level of influence in turn, identifying any areas of conflict. You will then relate this information to the organisational aims and objectives to evaluate the extent to which stakeholder expectations can be managed and to gauge their level of influence over strategic planning.

2.3 Produce a structured evaluation of the organisational strategic position

In order to produce a structured evaluation of your organisational strategic position, you will need to evaluate the internal strategic capability and define how it is influenced by the relationship between product resources and competences. You will use an appropriate framework such as Johnson and Scholes for on strategic capability to enable you to structure this appropriately. In addition, you will use Porter’s Five Forces or Lynch’s four links model to help establish the current strategic position. Reviewing resources within the organisation will be achieved through the value chain mode to establish the key competences.


3. Be able to evaluate strategic options to support a revised strategic position

3.1 Develop a range of alternative strategic options to meet strategic aims and objectives

Understanding strategic planning is key to developing the required strategic direction. Clear strategic aims need to be in place so that strategic options can be made. In formulating a range of strategic options, you need to make sure that these cover both environmental-based and resource-based options as this will enable you to convey your understanding and critical thinking. Johnson, Whittington and Scholes discuss intended strategy versus emergent strategy development and this theory can enable organisations to determine their options available. Further comparisons of alternative strategic approaches are provided by Lynch.

3.2 Justify the strategic option that meets the revised strategic position

You will evaluate the suitability, feasibility and acceptability of the chosen options in order to identify the option or options with the best ‘fit’ to justify the chosen strategic option. The following will be considered: Porter’s five forces, PESTEL, core competences, stakeholder mapping and cultural web.

Entry requirements

The Reviewing Organisational Strategy Plans and Performance course has the following entry requirements:

Experience: You must have at least one year of relevant work experience (paid and/or unpaid) with levels of responsibility, participation and/or achievement of a range of relevant professional qualifications.

Language Skills: You must also have an appropriate standard of English to enable you to access relevant resources and complete the unit assignments.

What is included?

Everything you need to successfully pass is included and there are no additional fees.

In addition, you receive Affiliate Membership of the CMI which gives you access to their excellent Management Direct. It is a complete online library of comprehensive and up-to-date material that addresses current management practice.

How do I study and how long does it take?

The Reviewing Organisational Strategy Plans and Performance course is taught through our online Teaching Zone using essential reading material such as checklists, models, templates and articles coupled with short videos. There are also optional live and recorded webinars delivered by our tutors. Plus, you will also have a personal tutor who is a subject expert whom you can contact if you have any questions.

The course is split into four one-week sessions. Coupled with time for your assessment to be marked and confirmed it should take you approximately 8 weeks in total to complete this qualification. Although it may vary in practice depending on your commitment and how easy you find it to study. It is possible to take less than four weeks if you concentrate on the course and commit your time to it, or equally if you have the pressure of other commitments you can spread your studies out over a longer period.

In our online Teaching Zone, the course content is divided into weekly activities which cover the three Learning Outcomes. You work through the study material in the order presented. When you have finished the course content you then need to complete the assignment in the Assessment Section. You can submit drafts which your personal tutor will review and give you any advice or feedback they think is relevant. When you are happy with your assignment, you submit it online through the facility in the Assessment Section and receive your results about one month later.

How is it assessed?

This course is assessed by a 3,500 word written assignment. There is no examination required.

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