BSBLDR802 Lead the strategic planning process for an organisation This unit is about leading the development of high-level strategic plans that serve the vision and mission of an organisation. It addresses analysing the environment, identifying risks and opportunities, planning staffing requirements, succession planning, and monitoring financial and non-financial performance indicators.

BSBLDR802 – Lead the strategic planning process for an organisation
ASSESSMENT – STRATEGIC BUSINESS REPORT
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BSBLDR802 – Lead the strategic planning process for an organisation
This unit is about leading the development of high-level strategic plans that serve the vision and mission of an organisation. It addresses analysing the environment, identifying risks and opportunities, planning staffing requirements, succession planning, and monitoring financial and non-financial performance indicators.
Leadership needs to engage people with the organisation’s vision and goals and in developing and implementing the plan.
It applies to senior managers and business owners who generate ideas and solve complex problems.
Assessment Conditions
Assessment must be conducted in a safe environment, where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to and reflects:
• organisational and industry information and data
• workplace documents including strategic planning documentation
• interaction with others
HOW YOU WILL BE ASSESSED
Scenario:
You are Board member from an international financial investment and superannuation conglomerate (headquartered in London, England) and have been sent to Australia, with your fellow board members to tackle this new “Australian Hardware” project.
This conglomerate has just purchased ‘Australian Hardware’ and which has now been delisted in the Australian Stock Exchange.
Australian Hardware was purchased by an international investment corporation, based in Singapore, in 2011 as part of a wider merger and acquisition business deal financed by money from the Middle East region. This corporation bought out all shares from the Greenwright family and all other Australian investors at that time.
Due to the great hardware war during 2013 to 2017, in Australia and involving the Bunnings, Mitre 10, Masters and Home Hardware brands, the marketplace was both saturated and decimated by these large industry players.
As a result, Australian Hardware was severely affected and downsized totally to just its Wollongong store, which still operates total as a singular stand-alone entity. Its principal owner at the time really wasn’t interested in Australian Hardware.
You and your fellow board members have just met for the first time and are able to access some historic documents, relating to Australian Hardware, up to the financial year of 2013.
Your responsibility is to develop a business report outlining the best strategic approach for Australian Hardware for the next 3 to 5 years, by completing the following: –
Tasks To Be Completed:
You will be assessed through:
1. Research the “Australia Hardware Industry” and prepare a short 250 x word overview document explaining the present market forces in this industry sector
2. Prepare a short 5 x minute PPT presentation from your research findings in (1) above
3. Prepare a business report (of a minimum of 5000 words & in a business report format) using all of the materials from “Australian Hardware” as your Case Study and answering the following questions, by way of detailed requirements for your report: –
a. Initiate the strategic planning
i. Why Change? What is the Value? What will happen if nothing changes?
ii. Who should be consulted as appropriate decision makers to determine the planning parameters, including timeframes and budget. Explain why?
iii. Analyse current strategic planning documents and determine a methodology that fits the organisation’s needs and past practice.
iv. Identify stakeholders who will contribute to planning. Explain why?
v. Develop and document your planning methodology, within a project plan approach, including resource allocation(s).
vi. What makes our organisation?
vii. Core Competencies/ competitive advantages

b. Conduct an environmental and organisational scan
i. Research local and international trends and best practice in the organisation’s field of operation.
ii. Identify, collect and analyse demographic and trend data to profile the organisation’s market.
iii. Collect and analyse industry intelligence on competitors.
iv. Identify key strengths, weaknesses, opportunities and threats (SWOT) to the organisation.
v. Where are we at right now as an organisation internally?
vi. What do we do well, where can we improve, what would we like to see in the future? (If you had 3 wishes, what would they be?)
vii. Identify major risk factors that could constrain the achievement of organisational goals in the short, medium and long term.
viii. Explain who would be appropriate stakeholders to consult to identify issues and expectations affecting the organisation’s operations.
ix. What is going to try and get in our way?
x. How to stop it?
xi. What needs to be addressed and by whom?
c. Lead the establishment of organisational key directions and goals
i. Explain the business’ Vision, Culture and immediate Goals
ii. Explain how you would engage staff and relevant stakeholders in establishing the major goals of the organisation.
iii. What leadership would you establish to articulate the vision, mission and key goals of the organisation.
iv. What leadership approaches/activities would you establish to set and monitor the organisation’s key result areas.
v. Why should we go there?
vi. What is winning?
d. Lead the development of the plan’s key activities and performance indicators
i. How would you approach the initiation and management of processes and delegations to develop detailed activities to achieve the organisation’s goals?
ii. How would you develop specific performance indicators for measuring success?
iii. How and with whom would you establish cost and budget for resourcing levels, so the plan can be enacted.
iv. Explain how you would attempt to gain commitment to the process and the plan.
v. How would you engage stakeholders and participants to sign off and commit to the finalised strategic plan?
e. Manage implementation
i. Develop a tactical or operational annual plan (for the 2019 calendar year) to implement the longer-term strategic plan (2019 to 2024).
ii. How would you prioritise and resource (human, financial and capital) programs and operational tactics?
iii. How would you analyse processes or practices and plan changes?
iv. What would you need to do to plan human resource development and succession strategies to ensure the business has long-term viability?
v. How would you skill the workforce in order to implement the plan?
vi. What communication processes would you establish to inform and support staff and stakeholders during the implementation of the plan?
f. Manage the evaluation
i. How would you establish and implement a system to monitor performance against agreed benchmarks?
ii. How would you monitor outcomes of the strategic and operational plans?
iii. How would you go about any review or to refine activities in light of changing conditions to ensure that you attain the goals of the strategic plan?
g. Other
i. List and explain what Commonwealth and State/Territory legislation, Australian/New Zealand standards, and industry codes of practice you have to follow.
ii. List and describe all appendices
NOTE: If your team are missing any information for this scenario, then you are required to research for this information and/or make an appropriate management assumption(s) at your team level, a listing of which needs to be attached to this completed assessment.

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