Unit of competency details

Unit descriptor 

This unit describes the performance outcomes, skills and knowledge required to establish the strategic direction of the organisation, and to sustain competitive advantage and enhance competitiveness. It requires analysis and interpretation of relevant markets, capability assessment of the organisation, and its existing and potential competitors and allies. It also covers implementation of the strategic plan.

No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.

Application of the unit 

This unit applies to individuals working in senior roles in the organisation, who have responsibility for ensuring that the organisation is positioned to ensure its long term viability and success. The unit covers the requirements for analysing the organisation's present position, and for developing specific actions and initiatives that will be undertaken by people working in various roles.

Prerequisite units 

Employability skills 

This unit contains employability skills.

Elements describe the essential outcomes of a unit of competency.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide.

ELEMENT 

PERFORMANCE CRITERIA 

1. Confirm organisational vision and mission

1.1. Check with stakeholders  that organisational vision and mission are still held to be current and are supported

1.2. Make any changes or refinements to vision or mission statement as required

1.3. Review or develop organisational values to support the vision and mission statement

1.4. Gain support for strategic planning process from all relevant stakeholders

2. Analyse the internal and external environment

2.1. Determine information requirements and undertake or commission research  to deliver relevant information

2.2. Analyse political, economic, social, and technological developments in a global context 

2.3. Seek advice from appropriate experts wherever necessary

2.4. Identify and consider strengths and weaknesses of existing and potential competitors and allies

2.5. Analyse organisation's strengths, weaknesses, opportunities and threats

2.6. Consider co-operative ventures that are supported by risk and cost-benefit analyses, are consistent with the organisational vision, mission and values, and provide for due diligence 

2.7. Check that analysis of internal and external environment is consistent with the perspectives of other informed people

3. Write strategic plan

3.1. Document relevant research and background for inclusion in the strategic plan

3.2. Formulate strategic objectives and strategies needed for the future

3.3. Detail each strategy with an assigned priority, a timeframe, responsible parties and measurable performance indicators

3.4. Circulate strategic plan for comment, support and endorsement

4. Implement strategic plan

4.1. Communicate strategic plan to all relevant parties

4.2. Brief people with a specific role in relation to strategies

4.3. Use performance indicators to monitor progress in implementing plan

4.4. Make necessary refinements to plan

4.5. Evaluate achievement of objectives at agreed milestones

4.6. Review effectiveness of plan and consider methods for improving strategic planning processes

REQUIRED SKILLS AND KNOWLEDGE 

This section describes the skills and knowledge required for this unit.

Required skills 

• analytical skills to undertake value chain analysis, to review strengths and weaknesses, and to collate and interpret statistical data including trend analysis
• financial skills to consider resource implications of proposed strategies
• research skills to ensure accurate, up-to-date information is available for the environmental analysis
• risk management skills to plan and undertake appropriate due diligence.

Required knowledge 

• relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
• strategic planning methodologies including political, economic, social and technological (PEST) analysis and strengths, weaknesses, opportunities and threats analysis (SWOT)
• competitor knowledge
• codes and by-laws relevant to the organisation's operations.

EVIDENCE GUIDE 

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment 

Critical aspects for assessment and evidence required to demonstrate competency in this unit 

Evidence of the following is essential:

• thorough analysis of the organisation's own capabilities, those of their existing potential competitors and allies, and the external environment
• strategic plan which includes objectives, strategies, timeframes, performance indicators and methods for monitoring the implementation of the plan
• knowledge of relevant legislation.

Context of and specific resources for assessment 

Assessment must ensure:

• access to appropriate documentation and resources normally used in the workplace.

Method of assessment 

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

• direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
• observation of presentations
• oral or written questioning to assess knowledge of strategic planning methodologies
• review of documentation outlining strengths and weaknesses of existing and potential competitors and allies
• review of strategies and their assigned priority, timeframe, responsible parties and performance indicators.

Guidance information for assessment 

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

• other units from the Advanced Diploma of Management.

RANGE STATEMENT 

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Stakeholders  may include:

• Board
• customers
• employees
• government agencies
• owners
• shareholders
• technical advisers

Research  may include:

• commissioned research
• demographics
• economics
• internal research
• market segmentation
• political
• product
• social
• technological

Global context  means:

• examination on a world-wide basis of factors which may impact on the long-term strategic direction of the business

Due diligence  means:

• process by which an investor, lawyer, auditor, or other qualified person, verifies the accuracy of data provided by another organisation

Unit sector 

Competency field 

Management and Leadership - Management

Co-requisite units