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| Section | Weight | Objectives |
|---|---|---|
| Analysing the Organisational Ecosystem | 25% | - SWOT and stakeholder analysis - External environment analysis (PESTEL, Five Forces, etc.) - Internal capability and resource analysis |
| Making Strategic Choices | 10% | - Strategic alliances and partnerships - Strategic fit and feasibility - Evaluation criteria and risk assessment |
| Strategic Control and Implementation | 10% | - Strategic performance measurement - Implementation planning and change management - Review and adaptation of strategy |
| Digital Strategy | 20% | - Technology risks and opportunities - Digital transformation and business models - Data analytics and strategic use of information |
| The Strategy Process | 20% | - Governance and ethical considerations - Strategy definitions and levels - Strategic planning and decision-making models |
| Generating Strategic Options | 15% | - Strategic directions and growth frameworks - Portfolio analysis and diversification - Innovation and entrepreneurship |
A is a private healthcare organization aiming to provide affordable and accessible high quality patient services.
A is introducing Big Data, which has not yet been adopted by the competition. A's database will store a huge amount of information about its patients. Clear access to wide sources of accurate information will enable patients to make more informed choices. Patients will be able to compare not only the prices of drugs, treatments and physicians but also their relative effectiveness.
Which of the following concerns should A have about its use of Big Data?
Which of the following would be a suitable performance measure of Internal Business Processes within Kaplan and Norton's 'Balanced Scorecard' model?
STU is a hospital that is wholly funded by its national government. In the last five years it has seen its funding cut by over 30% due to budgetary pressure on the government, caused by a global recession. As a result, the senior management team of STU has had to make some very difficult decisions about prioritizing how it spends the funds it receives from the government. Its main strategies have been to reduce the number of administration staff and nursing staff by 20%, in order to reduce its costs. It has also stopped providing a number of services to patients, including its counselling services and its physiotherapy unit.
Which of the following strategies has STU adopted to manage its reduced funding? (Choose all that apply.)
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M is a car manufacturer in Country C.
Every day, at 09.00, members of M's staff practice meditation and Tai Chi for 30 minutes, before their normal workday commences.
M's staff are paid during this time and M considers the practice to be a benefit both to staff and the company.
Staff operate with high levels of efficiency and absenteeism levels are low.
The auditors of M have recommended that M stop these sessions, stating that they consider them to be a waste of time and a drain on resources.
Which of the following aspects of M's culture would the auditors recommendation impact on?
Which of the following would be correct considerations when evaluating the Feasibility of a strategy? (Choose all that apply.)
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