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Internal Assessment The biggest levers you’ve got to change a company are strategy, structure, and culture. If I could pick two, I’d pick strategy and culture. –Wayne Leonard, CEO, Entergy Weak leadership can wreck the soundest strategy. – Sun Zi Internal Scanning: Organizational Analysis
The Nature of an Internal Audit -- Strengths -- Weaknesses Functional Areas of Business Internal Scanning: Organizational Analysis
Nature of an Internal Audit • Internal strengths/weaknesses • External opportunities/threats • Clear mission statement Basis for Objectives & Strategies Internal Scanning: Organizational Analysis
Key Internal Forces Functional Business Areas: • Vary by organization • Divisions have differing strengths & weaknesses Internal Scanning: Organizational Analysis
Key Internal Forces Competencies: Cross-functional integration and coordination of capabilities. Competencies could be Core Competencies or Distinctive Competencies. Internal Scanning: Organizational Analysis
Key Internal Forces Core Competency: A collection of competencies that crosses divisional boundaries, i.e. widespread within the organization. Something that the corporation can do exceedingly well. Internal Scanning: Organizational Analysis
Key Internal Forces Distinctive Competency: Firm’s strengths that cannot be easily matched or imitated by competitors Building competitive advantage involves taking advantage of distinctive competencies Internal Scanning: Organizational Analysis
Key Internal Forces Distinctive Competency: Strategies are designed to improve on a firm’s weaknesses and turn them to strengths Internal Scanning: Organizational Analysis
Example: Procter & Gamble’s Core Competence Superb marketing-distribution skills and R&D capabilities in five core technologies - fats, oils, skin chemistry, surfactants, emulsifiers Internal Scanning: Organizational Analysis
Example: Sony’s Core Competence Expertise in electronic technology and ability to translate the expertise into innovative products —miniaturized radios and video cameras; TVs and MP3 players with unique features, attractively designed PCs Internal Scanning: Organizational Analysis
Internal Audit Involvement in performing an internal strategic-management audit provides vehicle for understanding nature and effect of decisions in other functional business areas of the firm Internal Scanning: Organizational Analysis
Internal Audit Key to Organizational Success Coordination & understanding among managers from all functional areas Internal Scanning: Organizational Analysis
Internal Audit Functional Relationships Number and complexity increases relative to organization size Internal Scanning: Organizational Analysis
Internal Audit Financial Ratio Analysis Exemplifies complexity of relationships among functional areas of the business Internal Scanning: Organizational Analysis
Resource Based View (RBV) Using Resources to Gain Competitive Advantage Approach to Competitive Advantage RBV emerged as a way to make the core competence concept more focused and more measurable – creating a meaningful internal analysis. Internal Scanning: Organizational Analysis
Resource Based View (RBV) Using Resources to Gain Competitive Advantage 3 All Encompassing Categories Tangible assets - Physical resources Intangible assets - Human resources Organizational capabilities – skills & abilities Internal Scanning: Organizational Analysis
Resource Based View (RBV) Using Resources to Gain Competitive Advantage Criteria of Valuable Resources • Competitive superiority • Resource scarcity • Inimitability • Appropraitability • Durability • Sustainability Internal Scanning: Organizational Analysis
Resource Based View (RBV) Using Resources to Gain Competitive Advantage VRIO empirical indicators to evaluate resources • Value • Rare • Imitability • Organized Internal Scanning: Organizational Analysis
Value-Chain Analysis Porters’ Value-Chain Analysis; “Differences among competitors’ value chains are a key source of competitive advantage” Examination of the value-chain activities leads to a better understanding of an organizations’ strengths and weaknesses Internal Scanning: Organizational Analysis
Integrating Strategy & Culture Organizational Culture Pattern of behavior developed by an organization as it learns to cope with its problem of external adaptation and internal integration…is considered valid and taught to new members Internal Scanning: Organizational Analysis
Integrating Strategy & Culture Organizational Culture Can Inhibit Strategic Management • Miss external changes due to strongly held beliefs • Natural tendency to “hold the course” even during times of strategic change Internal Scanning: Organizational Analysis
Integrating Strategy & Culture Organizational Culture • Working with behavior alone is unlikely to produce any sustainable change. It is the drivers that influence behavior. • If you want to change behavior, change the drivers. • As a part of the strategic planning process, it is essential to understand how the organizational culture influences results today, and what limits it might put on your capacity to change the future. • There are two characteristics that have a big impact on culture: Fear and Freedom Internal Scanning: Organizational Analysis
Integrating Strategy & Culture Organizational Culture - FEAR • To a greater or lesser extent we are all defined by our fear. • Add a little fear into an organization and people stop taking chances, spend more time diluting responsibility in meetings, and introduce lots of checking steps. • If the fear persists for years, then people become increasingly uncomfortable with even minor change. • Build an organization with low levels of fear, you will find creativity, limited use of hierarchy to get things done, all kinds of attempts to make changes, and probably some genuine breakthroughs. Internal Scanning: Organizational Analysis
Integrating Strategy & Culture Organizational Culture - FEAR • How FEAR is FEAR? • Questions help measure the level of fear in any organization • What are people afraid of in this organization (losing their jobs, making mistakes, not getting pay increase, their managers. etc)? • How rational is that fear? • How does that fear affect behavior? • To what extent have the current managers developed this fear? Internal Scanning: Organizational Analysis
Integrating Strategy & Culture Organizational Culture - FREEDOM • People need to have freedom to work within fairly broad guidelines so that they can get the required outcomes. • To be able to confer this freedom, an organization needs to be confident it has the right people, the right information systems to support their decision making process and the right feedback system to ensure that every thing does not go of the rails. • When people have this freedom, then the organization finds ways around day-to-day problems and it is able to cater for new challenges and opportunities. Internal Scanning: Organizational Analysis
Internal Audit – Scanning Functional Resources Parallels process of external audit • Scanning provides information from; • Management • Marketing • Finance/accounting • Production/operations • Research & Development • Management information Systems Internal Scanning: Organizational Analysis
Management Audit Checklist • Does the firm use strategic management concepts? • Are objectives/goals measurable? Well communicated? • Do managers at all levels plan effectively? • Do managers delegate well? • Is the organization’s structure appropriate? • Are job descriptions clear? Internal Scanning: Organizational Analysis
Management Audit Checklist • Are job specifications clear? • Is employee morale high? • Is employee absenteeism low? • Is employee turnover low? • Are the reward mechanisms effective? • Are the organization’s control mechanisms effective? Internal Scanning: Organizational Analysis
