Influence, develop and review strategy
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:
- identify and evaluate drivers for change
- influence your organisation's overall strategy
- develop strategy for your own area of responsibility
- 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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- 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
discuss your research with relevant colleagues and take account of their views
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
explore the implications of your research with key decision makers
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**
lead the development of an achievable and compelling vision for your area of responsibility which is consistent with your organisation's overall strategy
identify and prioritise goals that are consistent with your vision and known drivers for change
make sure your vision and goals take account of and address available resources and known obstacles to change
develop policies and values that will guide the work of colleagues to achieve the vision and goals
make sure your strategy balances innovation and risk with tried and tested solutions
make sure your strategy is flexible and open to internal and external change
consult on your strategy with colleagues, decision makers and stakeholders, taking account of their views and making changes accordingly
gain support for your strategy from colleagues and stakeholders
identify key performance measures and timescales which are consistent with your vision, goals and policies
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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collect information within agreed timescales
analyse information against key performance measures
develop and record conclusions and recommendations to improve your strategy
report your conclusions and recommendations to colleagues, decision makers and stakeholders and take account of their feedback
adjust your strategy in line with agreed conclusions and recommendations
Knowledge and Understanding
You need to know and understand:
the overarching values for your organisation and area of work, including equity, that should inform the development and evaluation of strategy
the key values and concepts that underpin work in your sector
the nature, extent and structure of your sector
the key social and economic benefits that your sector contributes to society
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
the objectives and operations of the main types of organisations in your sector and their stakeholders
the service concept, product/service mix and the role and importance of product/service development
contemporary issues in your sector, including the impact of government policies
what strategy and policy are and why organisations need them
the cyclical nature of strategy development
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
lines of communication and accountability in your organisation on strategic issues
why an awareness of drivers for change is particularly important in strategy development
the internal and external drivers for change that affect the development of strategy and policy, including national agendas and local/community contexts
how to keep up-to-date on strategy and policy
how to identify the implications of strategy and policy for your area of work and why this is important
how different aspects of strategy and policy relate to each other
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
the difference between qualitative and quantitative information and appropriate research methods
how to use scenario planning
the importance of discussing and agreeing strategic change with colleagues, decision makers and stakeholders
how to make recommendations for change
how to build a persuasive case for change, influence and negotiate with decision makers
how to influence and negotiate agendas for change
the importance of having a clear and compelling vision for your area of responsibility and how to develop this
how to identify key goals that support your vision
the importance of having policies and values that will guide the work of your colleagues and how to develop these
the importance of learning from past experience and of being innovative in developing strategy
possible obstacles to strategic change and how to address these
the importance of gaining support for your strategy and how to do so
how to assess and manage risk when developing strategy
the importance of monitoring and evaluating strategic change
the difference between outputs and outcomes
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
inside the organisation
within the community
outside the organisation nationally
Drivers for change
legislation and regulation
government policy/strategy
policies/strategies of your own organisation
policies and strategies of other organisations
social
economic
technological
customer/community needs and expectations
stakeholder needs and expectations
business competitors
available resources
Information
qualitative
quantitative
Scope Knowledge
Values
Behaviours
Skills
Glossary
Links To Other NOS
This standard links to SKAODP3 and SKAODP9