Strategic Analysis

Today’s BANI (brittle, anxious, non-linear, incomprehensible) business environments require leaders to possess sophisticated analytical capabilities that integrate sustainability considerations with classical strategic thinking. This chapter considers the popular salient strategy frameworks and tools taught in most postgraduate strategic management/strategy modules. Sometimes, the discrepancy between a student’s effort and outcome may stem from differences in their backgrounds. While this diversity enriches classroom discussions, it also means that such students may lack a foundational understanding of strategic management concepts. Without prior exposure to strategic frameworks and tools, students can find it challenging to identify the innovative intricacies of strategic analysis. This chapter will equip students with the adaptability and foresight required to confront the strategic uncertainties looming on the horizon, fostering a culture of creative imagination. A good starting point for strategic analysis is to address the 5Ws and H (who, what, when, where, why, and how) to gain the overall picture. Students can create bold case study solutions by meticulously analysing the internal and external environments and leveraging third-party insights to guard against bias. Instead of becoming overly fixated on extrapolating existing paradigms, the student should look forward and try nurturing a new projectile for the organisation. New and ambitious aspirations to enhance performance are vital. Readers are also introduced to the spectacular Mini Case Study collapse of Builder AI.