Enterprise is now Strategy Analysis

Enterprise Analysis: Activity which determines business needs, refines, clarifies and validates the definition of that need to determine the best solution approach before requirements are written. It consists of following analyses: SWOT Analysis: SWOT is a strategic situational analysis technique used to understand: Internal capabilities → Strengths & Weaknesses External environment factors → Opportunities & Threats Strengths (Internal, Positive): Things the organization does better than competitors or that support success. Examples: Strong brand reputation Skilled workforce with niche knowledge, expertise Geographical location, resources available in the area Loyal customer base, faster RFP responses State of the art technology, Unique selling points (USPs) Weaknesses (Internal, Negative): Internal limitations that hinder performance. Examples: Legacy systems Skill gaps High operational costs Poor data quality Opportunities (External, Positive): External conditions the organization could take advantage of. Examples: New markets, new USPs, trends, seasons, time of year Regulatory changes, economic reforms, compliance changes Emerging technologies Changing customer behavior Threats (External, Negative): External factors that could harm performance.Examples: New competitors Market downturn Environmental factors analysis: Two types: 1. Internal 2. External PESTLE is a macro-environment analysis technique used to identify external forces that influence business strategy and change initiatives. Political (Government policies, Taxation changes, Trade regulations ) Economic ( Inflation, Interest rates, Exchange rates, Economic recession) Social ( Population aging, Lifestyle changes, Customer expectations, Workforce culture) Technological ( Automation, AI, Cloud computing, Cybersecurity trends) Legal ( Data protection laws, Employment laws, Industry regulations) Environmental ( Climate regulations, Sustainability expectations, Energy consumption) MOST is an internal alignment technique that checks whether the organization’s direction and execution are aligned. Mission: Why the organization exists. E.g.: Purpose statement, Core reason for being Objectives: Specific, measurable goals. E.g.: Increase market share by 10%, Reduce operating cost by 15% Strategy: High-level approach to achieve objectives. E.g.: Digital-first, Cost leadership, Market expansion Tactics: Operational actions to execute strategy. E.g.: Implement CRM, Outsource non-core activities ________________________________________________________________________________ Root cause analysis (RCA): Can be clubbed with As is situation analysis under Gap analysis. Technique used e.g.: Fishbone diagrams. _______________________________________________________________________________ Gap Analysis is a structured comparison between the current state and the desired future state to identify what must change. Gap analysis = Current state analysis -> future state analysis -> RCA Gap Analysis typically comes after: PESTLE, MOST and SWOT. Identifies the Delta (difference), Steps involve: Generate Strategic Options Assess Each Option Against Shortlist Viable Strategies/ Solutions ____________________________________________________________________________ Stakeholder Analysis is the systematic identification and assessment of people or groups. It distinguishes them into groups: Project stakeholders: BA, Devs, Architects, QA, QC, specialists, Testers, PM Business stakeholders: PM, client, Sponsors, Ops, SMEs 3rd Party stakeholders: anyone outside the project and business Negative stakeholders: Competitors, hackers, government. RACI: Responsible, Accountable, Consulted, Informed ____________________________________________________________________________ Risk Analysis is the systematic identification, assessment, and prioritization of uncertainties that could affect the success of achieving the future state. Each risk is typically assessed by: Probability (likelihood of occurrence i.e.: Low / Medium / High) and Impact Risk Exposure = Probability × Impact Avoid – change strategy to eliminate risk Mitigate – reduce probability or impact Transfer – outsource or insure Accept – acknowledge and monitor _______________________________________________________________________ Feasibility Analysis evaluates whether solution options are realistic, achievable, and worth pursuing, considering constraints, risks, and organizational readiness. Risk Analysis and Feasibility Analysis do overlap in dimensions in that both have following dimensions: Technical Operational Organizational Legal / Regulatory Financial Environmental Strategic But both will assess these dimensions differently Decision Analysis is a structured, rational approach to comparing feasible solution options and selecting the one that delivers the highest business value with acceptable risk. Output here is a clear recommendation based on all factors discovered till now. Enterprise analysis (strategy analysis) flow: Strategy context: MOST analysis External environment: PESTEL analysis Stakeholder landscape: Stakeholder analysis Strategic position: SWOT analysis Problem understanding: Gap analysis Root cause analysis Change definition: Gap analysis (5,6,7 are all Gap analysis) Solution viability: Feasibility analysis Risk & uncertainty: Risk analysis Decision-making: Decision analysis Value justification: Business case document & value analysis A Business Case consolidates Enterprise Analysis findings/ analyses results into a single doc to justify investment.