I. Current Situation
a. Current Performance
i. How did the corporation perform the past year overall in terms of ROI, market share, and profitability?
b. Strategic Posture
What are the corporation’s current mission, objectives, strategies and policies?
i. Are they clearly stated, or are they merely implied from performance?
ii. Mission: What business is the corporation in? Why?
iii. Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environment?
iv. Strategies: What strategy or mix of strategies is the corporation following? Are they consistent with each other, with the ...view middle of the document...
What are top management’s chief characteristics in terms of knowledge, skills, background and style? If the corporation has international operations, does top management have international experience? Are executives from acquired companies considered part of the top management team?
iii. Has top management been responsible for the corporation’s performance over the past few years? How many managers have been in their current position for less than three years? Were they promoted internally or externally hired?
iv. Has top management established a systematic approach to strategic management?
v. What is tip management’s level of involvement in the strategic management process?
vi. How well does top management interact with lower level managers and with the board of directors?
vii. Are strategic decisions made ethically, in a socially responsible manner?
viii. What role do stock options play in executive compensation?
ix. Is top management sufficiently skilled to cope with likely future challenges?
III. External Environment: Opportunities and Threats (SWOT)
a. Societal Environment
i. What general environment forces are currently affecting both the corporation and the industries in which it competes? Which present current or future threats?
ii. Are these forces different in other regions of the world?
b. Task Environment
i. What forces drive industry competition? Are these forces the same globally, or do they vary from country to country? Rate each force as high, medium, or low
1. Threat of new entrants
2. Bargaining power of buyers
3. Threat of substitute products or services
4. Bargaining power of suppliers
5. Rivalry among competing firms
6. Relative power of unions, governments, special interest groups, etc
ii. What key factors in the immediate environment [that is, customers, competitors, suppliers, creditors, labor unions, government, trade associations, interest groups, local communities and shareholders] are currently affecting the corporation? Which are current or future threats? Opportunities?
c. Summary of External Factors
Which of these forces are the most important to the corporation and to the industries in which it competes at the present time? Which will be important in the future?
IV. Internal Environment: Strengths and Weaknesses (SWOT)
a. Corporate Structure
i. How is corporation structured at present?
1. Is the decision making authority centralized around one group or decentralized to many units
2. Is the corporation organized on the basis of functions, projects, geography or some combination of these?
ii. Is the structure clearly understood on the basis of functions, projects, geography, or some combination of these?
iii. Is the present structure consistent with current corporate objectives, strategies, policies, and programs, as well as with the firm’s international operations?
iv. In what way does the structure compare with those...