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how Change Management manages the people

Solution Analysis If the assessment suggests a change in, or refinement of, strategy, solution analysis lays out thestrategic choices and a recommended strategy (and possibly an implementation analysis of therecommended strategy). The important questions here are: What are the potentially superiorstrategic alternatives? What should the firm’s strategic goals be? Are there goals apart from profitmaximization that should be used to evaluate the strategic alternatives? How are the strategicalternatives projected to do in terms of firm goals? Which alternative is preferred? How sensitive isthe choice between the alternatives to different scenarios or “states of the world”?

Why three parts? Doing the major parts of strategic analysis is somewhat like trying to walk along asee-saw. Walking up one side of the see-saw is current situation analysis. Tipping the see-saw isassessment analysis (the fulcrum: this is usually the point where one is most likely to fall off!).Walking down the other side is solution analysis. (We do not mean to imply that it is easy becauseit’s downhill.) This metaphor conveys the idea that fulcrum assessment analysis is often the mostdifficult, and critical, part of strategic analysis.