Influence, develop and review strategy

URN: SKAODP4
Business Sectors (Suites): Outdoor Programmes,Outdoor sector senior roles
Developed by: SkillsActive
Approved on: 2021

Overview

​This standard is about lasting and effective change which can only be achieved by strategic development. Managers can assist this process by being alert to drivers for change' – for example new trends in the market place, changes in government agendas, new or enhanced customer/community expectations.  They need to evaluate these drivers for change, assess their importance for the organisation's direction, and communicate theseupwards' to key decision makers.
Managers also need to develop strategy for their own area of responsibility, consult on their proposals with colleagues and stakeholders (for example communities and customers) and be able to evaluate strategic outcomes, always seeking to make improvements along the way
 


The standard covers:

  1. identify and evaluate drivers for change
  2. influence your organisation's overall strategy
  3. develop strategy for your own area of responsibility
  4. evaluate strategic outcomes

The standard is recommended for managers and senior practitioners 


Performance criteria

You must be able to:

Identify and evaluate drivers for change

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  1. identify and maintain a record of key sources of information on drivers for change

2. research information about drivers for change on an ongoing basis

3. evaluate this information and prioritise drivers for change as relevant to your own organisation

4. analyse this information and use your analysis to evaluate your organisation's overall strategy

5. explore the future implications for your organisation and area of work

  1. discuss your research with relevant colleagues and take account of their views

  2. organise and record your research and conclusions to inform future decision making


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Influence your organisation's overall strategy**


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8. communicate your research on drivers for change to key decision makers

  1. explore the implications of your research with key decision makers

  2. research and provide additional information as required

11. build a persuasive case and make recommendations for change

12. identify and negotiate areas of organisational strategy where changes and improvements could be made.


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Develop strategy for your own are of responsibility**

  1. lead the development of an achievable and compelling vision for your area of responsibility which is consistent with your organisation's overall strategy

  2. identify and prioritise goals that are consistent with your vision and known drivers for change

  3. make sure your vision and goals take account of and address available resources and known obstacles to change

  4. develop policies and values that will guide the work of colleagues to achieve the vision and goals

  5. make sure your strategy balances innovation and risk with tried and tested solutions

  6. make sure your strategy is flexible and open to internal and external change

  7. consult on your strategy with colleagues, decision makers and stakeholders, taking account of their views and making changes accordingly

  8. gain support for your strategy from colleagues and stakeholders

  9. identify key performance measures and timescales which are consistent with your vision, goals and policies

  10. put in place monitoring and evaluation methods which will provide the information you need for your performance measures


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Evaluate strategic outcomes**


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  1. collect information within agreed timescales

  2. analyse information against key performance measures

  3. develop and record conclusions and recommendations to improve your strategy

  4. report your conclusions and recommendations to colleagues, decision makers and stakeholders and take account of their feedback

  5. adjust your strategy in line with agreed conclusions and recommendations


Knowledge and Understanding

You need to know and understand:

  1. the overarching values for your organisation and area of work, including equity, that should inform the development and evaluation of strategy

  2. the key values and concepts that underpin work in your sector

  3. the nature, extent and structure of your sector

  4. the key social and economic benefits that your sector contributes to society

  5. the roles and functions of the main parts of your sector (including the public, private and voluntary dimensions) and how they relate to each other

  6. the objectives and operations of the main types of organisations in your sector and their stakeholders

  7. the service concept, product/service mix and the role and importance of product/service development

  8. contemporary issues in your sector, including the impact of government policies

  9. what strategy and policy are and why organisations need them

  10. the cyclical nature of strategy development

  11. principles and management tools that apply to strategy development

12. your organisation's strategy and policy as it affects your area of work and what these seek to achieve

  1. lines of communication and accountability in your organisation on strategic issues

  2. why an awareness of drivers for change is particularly important in strategy development

  3. the internal and external drivers for change that affect the development of strategy and policy, including national agendas and local/community contexts

  4. how to keep up-to-date on strategy and policy

  5. how to identify the implications of strategy and policy for your area of work and why this is important

  6. how different aspects of strategy and policy relate to each other

  7. the organisational, national and local/community sources of information you can use to identify and evaluate drivers for change

20. how to research and analyse information on drivers for change and identify the implications for your organisation and area of work

  1. the difference between qualitative and quantitative information and appropriate research methods

  2. how to use scenario planning

  3. the importance of discussing and agreeing strategic change with colleagues, decision makers and stakeholders

  4. how to make recommendations for change

  5. how to build a persuasive case for change, influence and negotiate with decision makers

  6. how to influence and negotiate agendas for change

  7. the importance of having a clear and compelling vision for your area of responsibility and how to develop this

  8. how to identify key goals that support your vision

  9. the importance of having policies and values that will guide the work of your colleagues and how to develop these

  10. the importance of learning from past experience and of being innovative in developing strategy

  11. possible obstacles to strategic change and how to address these

  12. the importance of gaining support for your strategy and how to do so

  13. how to assess and manage risk when developing strategy

  14. the importance of monitoring and evaluating strategic change

  15. the difference between outputs and outcomes

  16. how to develop performance measures and monitoring/evaluation methods

37. how to analyse information on key performance measures and identify performance improvements


Scope/range


Scope Performance

Sources of information

  1. inside the organisation

  2. within the community

  3. outside the organisation nationally

Drivers for change

  1. legislation and regulation

  2. government policy/strategy

  3. policies/strategies of your own organisation

  4. policies and strategies of other organisations

  5. social

  6. economic

  7. technological

  8. customer/community needs and expectations

  9. stakeholder needs and expectations

  10. business competitors

  11. available resources

Information

  1. qualitative

  2. quantitative


Scope Knowledge


Values


Behaviours


Skills


Glossary


Links To Other NOS

​This standard links to SKAODP3 and SKAODP9


External Links


Version Number

2

Indicative Review Date

2024

Validity

Current

Status

Original

Originating Organisation

SkillsActive

Original URN

SKAA13

Relevant Occupations

Coach / Instructor, Managers, Middle Manager

SOC Code

3432

Keywords

influence; develop; review; strategy; active; leisure