5.4 Assessing strategic capability

Question 1

In value chain analysis, Michael Porter separates the structure of the organisation into primary ________ and secondary _________.

Answer 1

Activities

Question 2

Give examples of primary activities in Porters’ value-chain analysis.

Answer 2

Inbound logistics
Operations
Outbound logistics
Marketing and sales
Service

Question 3

Give examples of secondary activities in Porters’ value-chain analysis.

Answer 3

Procurement
Technology development
Human resource management
Firm infrastructure

Question 4

Gap analysis is an important method of enabling the people leading an organisation to determine which aspects of the operational flow, resources and the capabilities are operating as intended, and which areas may need _________.

Answer 4

attention

Question 5

Lynch (2015) suggests a natural sequence as a result of a bench-marking exercise:

1) Explore results and analyse reasons for differences
2) redefine performance targets after discussion with key employees
3) redevelop assets and systems using the learning points
4) develop new performance ___________

Answer 5

objectives

Question 6

Weilhrich (1982) inverted which acronym to approach analysis from a different angle?

Answer 6

“SWOT” rearranged to “TOWS”.

Question 7

What are the 7 S’s in the McKinsey 7S framework?

Answer 7

Structure
Strategy
Systems
Skills
Style
Staff
Shared values

Question 8

The McKinsey 7S model is split into hard and soft elements. The hard elements are:

1) strategy
2) structure
3) _______

Answer 8

Systems

Question 9

The McKinsey 7S model is split into hard and soft elements. The soft elements are:

1) style
2) staff
3) skills
4) ______ ______

Answer 9

shared values

Question 10

A practical method of use within an organisation of the McKinsey 7S model is to create a ______ which requires each cell to be completed in recognition of how resources and capabilities of the organisation can be utilized to achieve competitive advantage.

Answer 10

matrix