5.1.2 Situation environment analysis
Elements of Enterneering®/Implementation/Situation and environment analysis
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For a sustainable implementation of Enterneering®, attention should be paid to both a process-orientated approach and the effective sequence of implementation steps. As explained in the Enterneering® Process described separately, the aim is to achieve a state of continuous development and improvement, starting with the first conscious development step.
Depending on the phase within this development process, the effective, consecutive sequence of implementation activities plays an important role. Enterneering® has 5 steps or stages for this.
- Situation and environment analysis
What is the current situation of the company? What are the major challenges being faced by the company? What are the current framework conditions? - Needs assessment
What are the greatest needs for action related to further development and change of the enterprise's system (Culture, People, and Organisation)? - Determining the degree of maturity
What is the degree of maturity referring to the ability of individuals, groups, or the corporate organisation to apply a specific level of Enterneering® actions? How effectively can the company currently propel and successfully manage which type of change? - Personal implementation
Where do entrepreneurs and C-suite executives currently stand in terms of the experience and maturity required to implement Enterneering®? What are the personal needs for action and measures that need to be addressed? - Organisational implementation
What does the implementation plan look like in the corporate organisation? What are the requirements and how are they categorised? What are the measures and actions?
Situation and environment analysis
SITUATION ANALYSIS: CURRENT CHALLENGES
The first step in situation analysis should be to identify and assess the major challenges being faced by the company. It is important to formulate the question as fundamentally as possible and to focus less on individual projects or measures. The goal is to identify the issues that will, by far, have the greatest impact on the company in the coming years in terms of competitive position, growth and earnings. Then, for each of these challenges, the need for prerequisites that have to be created should be assessed. This can be done using a simple percentage scale and then considering the order of importance of each challenge. This creates an initial ranking of the most significant issues with the obvious greatest need for action.
SITUATION ANALYSIS: CURRENT MOOD
The second step of this situation analysis is to record and assess the mood within the workforce and other stakeholders. For example, the following questions should be answered:
- Is staff turnover at a good level?
- Does the company have good employee evaluations on an average?
- Is the success rate in recruitment sufficiently high?
- Is the rate of absenteeism and the number of sick days within an acceptable range?
- Are there frequent disputes in the organisation?
- Is there satisfaction with the commitment of the workforce?
- Do employees express their motivation without being asked?
- Are there a remarkable number of customer complaints or claims?
- Do many employees feel overburdened, hung up about something or under-challenged?
- Are there atmospheric disturbances in the management?
- Are there demands for strategy, focus and commitment?
It is advisable for the top management not to conduct the situation analysis alone but to involve suitable individuals from the company, so that subjective perceptions and limitations are put into perspective as much as possible. In addition, it is advisable to document the results in a suitable form, so that a subsequent evaluation can be carried out effectively and objectively.
ENVIRONMENT ANALYSIS: CURRENT CHALLENGES
In addition to the situation analysis, the current challenges arising from the company's environment should be analysed too. It is important not to focus on individual effects or processes but on issues of higher importance for a relevant part of the company and its success. Similar to the situation analysis, the 'gaps' between the requirement and the actual situation should also be assessed for each point included. The environment analysis can be carried out in the following groups, for example:
- Market and customers (competition, existing and potential customers).
- Suppliers and labour market (resources, talents, supply).
- Owners and investors (capital, liquidity, conditions).
- Government and regulators (laws, standards, proofs).
SUMMARY
The results of the situation and environment analysis should eventually produce a list of the most significant challenges, with an assessment of the greatest backlog. After the results are available, one of the first training sessions could take place. In this, all results that do not fall within the scope of Enterneering® but concern processes, systems, projects or products should be delegated as effectively as possible. This is especially important in larger and more complex company organisations. After all, who will organise the further development of a complex company if the people with overall entrepreneurial responsibility spend their time on individual processes, systems, projects or products? While this may sound logical, it is very often not the case in actual corporate practice. You can use the analysis tool [⬈] integrated into the Enterneering® app.
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