{"id":7569,"date":"2023-08-18T08:53:34","date_gmt":"2023-08-18T08:53:34","guid":{"rendered":"https:\/\/www.stic.ac.th\/qafs2223\/business\/?page_id=7569"},"modified":"2023-08-24T09:24:18","modified_gmt":"2023-08-24T09:24:18","slug":"2-1-strategy-development","status":"publish","type":"page","link":"https:\/\/www.stic.ac.th\/qafs2223\/business\/?page_id=7569","title":{"rendered":"2.1 Strategy Development"},"content":{"rendered":"\n<figure class=\"wp-block-image\"><img loading=\"lazy\" decoding=\"async\" width=\"1011\" height=\"997\" src=\"https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/image-20.png\" alt=\"\" class=\"wp-image-7570\" srcset=\"https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/image-20.png 1011w, https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/image-20-300x296.png 300w, https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/image-20-768x757.png 768w\" sizes=\"(max-width: 1011px) 100vw, 1011px\" \/><\/figure>\n\n\n\n<nav>\n  <div class=\"nav nav-tabs\" id=\"nav-tab\" role=\"tablist\">\n    <button class=\"nav-link active\" id=\"nav-home-tab\" data-toggle=\"tab\" data-target=\"#nav-home\" type=\"button\" role=\"tab\" aria-controls=\"nav-home\" aria-selected=\"true\">2.1a Strategy Development Process<\/button>\n    <button class=\"nav-link\" id=\"nav-profile-tab\" data-toggle=\"tab\" data-target=\"#nav-profile\" type=\"button\" role=\"tab\" aria-controls=\"nav-profile\" aria-selected=\"false\">2.1b Strategic Objectives<\/button>\n    <button class=\"nav-link\" id=\"nav-contact-tab\" data-toggle=\"tab\" data-target=\"#nav-contact\" type=\"button\" role=\"tab\" aria-controls=\"nav-contact\" aria-selected=\"false\">Notes on 2.1 Strategy Development<\/button>\n  <\/div>\n<\/nav>\n<div class=\"tab-content\" id=\"nav-tabContent\">\n  <div class=\"tab-pane fade show active\" id=\"nav-home\" role=\"tabpanel\" aria-labelledby=\"nav-home-tab\">\n  <ol>\n   <li><b>Strategic Planning PROCESS<\/b><br> <i>HOW do you conduct your strategic planning?<\/i><br> What are the KEY PROCESS steps?\nWho are the KEY participants?<br> What are your short- and longer-term planning horizons?<br> HOW are they addressed in the planning PROCESS?<br> HOW does your strategic planning PROCESS address the potential need for\n     <ul>\n      <li>transformational change and prioritization of change initiatives<\/li>\n      <li>organizational agility, and<\/li>\n      <li>operational flexibility<\/li>\n     <\/ul>\n   <\/li>\n   <li><b>INNOVATION<\/b><br> <i>HOW does your strategy development PROCESS stimulate and incorporate INNOVATION?<\/i><br> HOW do you identify STRATEGIC OPPORTUNITIES?<br> HOW do you decide which STRATEGIC OPPORTUNITIES are INTELLIGENT RISKS for pursuing?<br> What are your KEY STRATEGIC OPPORTUNITIES?\n   <\/li>\n   <li><b>Strategy Considerations<\/b><br> <i>HOW do you collect and analyze relevant data and develop information for your strategic planning PROCESS?<\/i><br> In this collection and ANALYSIS, HOW do you include these KEY elements?\n    <ul>\n      <li>Your STRATEGIC CHALLENGES and STRATEGIC ADVANTAGES<\/li>\n      <li>Risks to your organization\u2019s future success<\/li>\n      <li>Potential changes in your regulatory environment<\/li>\n      <li>Potential blind spots in your strategic planning PROCESS and information<\/li>\n      <li>Your ability to execute the strategic plan<\/li>\n    <\/ul>\n   <\/li>\n   <li><b>WORK SYSTEMS and CORE COMPETENCIES<\/b><br> <i>What are your KEY WORK SYSTEMS?<\/i><br> HOW do you make WORK SYSTEM decisions that facilitate the accomplishment of your STRATEGIC OBJECTIVES?<br> HOW do you decide which KEY PROCESSES will be accomplished by external suppliers and PARTNERS?<br> HOW do those decisions consider your CORE COMPETENCIES and the CORE COMPETENCIES of potential suppliers and PARTNERS?<br> HOW do you determine future organizational CORE COMPETENCIES and WORK SYSTEMS?\n   <\/li>\n  <\/ol>\n  <\/div>\n  <div class=\"tab-pane fade\" id=\"nav-profile\" role=\"tabpanel\" aria-labelledby=\"nav-profile-tab\">\n    <ol>\n      <li><b>KEY STRATEGIC OBJECTIVES<\/b><br> <i>What are your organization\u2019s KEY STRATEGIC OBJECTIVES and timetable for achieving them?<\/i><br> What are your most important GOALS for these STRATEGIC OBJECTIVES?<br> What KEY changes, if any, are planned in your EDUCATIONAL PROGRAMS AND SERVICES, CUSTOMERS and markets, suppliers and PARTNERS, and operations?\n      <\/li>\n      <li><b>STRATEGIC OBJECTIVE Considerations<\/b><br> <i>HOW do your STRATEGIC OBJECTIVES achieve appropriate balance among varying and potentially competing organizational needs?<\/i><br> HOW do your STRATEGIC OBJECTIVES\n        <ul>\n          <li>address your STRATEGIC CHALLENGES and leverage your CORE COMPETENCIES, STRATEGIC ADVANTAGES, and STRATEGIC OPPORTUNITIES;\n          <\/li>\n          <li>balance short- and longer-term planning horizons; and<\/li>\n          <li>consider and balance the needs of all KEY STAKEHOLDERS?<\/li>\n        <\/ul>\n      <\/li>\n    <\/ol>\n  <\/div>\n  <div class=\"tab-pane fade\" id=\"nav-contact\" role=\"tabpanel\" aria-labelledby=\"nav-contact-tab\">\n   &#8230;\n  <\/div>\n<\/div>\n\n\n\n<p>Notes<br>2.1. This item deals with your overall organizational strategy, which might include changes in student and other customer engagement processes and in program and service offerings. However, you should describe the student and other customer engagement and program and service design strategies, respectively, in items 3.2 and 6.1, as appropriate.<br>2.1. Strategy development refers to your organization\u2019s approach to preparing for the future. In developing your strategy, you should consider your level of acceptable enterprise risk. To make decisions and allocate resources, you might use various types of forecasts, projections, options, scenarios, knowledge (see 4.2b), analyses, or other approaches to envisioning the future. Strategy development might involve key suppliers, collaborators, distributors, partners, students, and other customers.<br>2.1. The term &#8220;strategy\u201d should be interpreted broadly. Strategy might be built around or lead to any or all of the following: new, changing, or discontinued programs and services; changing modalities to support teaching and learning; services to new, changing, and special student populations; definition or redefinition of your role in your organizational ecosystem (your network of partners, suppliers, collaborators, competitors, students, other customers, communities, and other relevant organizations inside and outside the education sector that serve as potential resources); differentiation of your image; new core competencies; acquisitions; new services to improve access, grow revenue, or reduce costs; and new staff or volunteer relationships. It might also be directed toward meeting a community or public need.<br>2.1a(1). Organizational agility refers to the capacity for rapid change in strategy and the ability to adjust your operations as opportunities or needs arise.<br>2.1a(3). Integration of data from all sources to generate strategically relevant information is a key consideration. Data and information might relate to student, other customer, and market requirements, expectations, opportunities, and risks; financial, societal, ethical, regulatory, technological, security and cybersecurity, and other potential opportunities and risks; your core competencies; the competitive environment and your performance now and in the future relative to competitors and comparable organizations; education reform; workforce and other resource needs; your ability to capitalize on diversity, and promote equity and inclusion; your ability to prevent and respond to disasters and emergencies; opportunities to redirect resources to higher-priority programs, services, or areas; changes in the local, national, or global economy; requirements for and strengths and weaknesses of your partners and supply network; changes in your parent organization; and other factors unique to your organization. <br>2.1a(3). Your strategic planning should address your ability to mobilize the necessary resources and knowledge to execute the strategic plan. It should also address your ability to execute contingency plans or, if circumstances require, to shift strategy and rapidly execute new or changed plans.2.1a(3). Technologies that continue to drive change include enhanced automation, the adoption of cloud operations, the use of data analytics, the Internet of Things, artificial intelligence, and large dataset-enabled business and process modeling.<br>2.1a(4). Your work systems are the coordinated combination of internal work processes and external resources you need to develop and produce educational programs and services, deliver them to students, and succeed in your market. External resources might include partners, suppliers, collaborators, competitors, and other entities or organizations that are part of your organizational ecosystem. Decisions about work systems involve protecting intellectual property, capitalizing on core competencies, and mitigating risk.<br>2.1b(1). Strategic objectives should focus on your specific challenges, advantages, and opportunities\u2014those most important to your ongoing success and to strengthening your overall performance and your success now and in the future. <\/p>\n\n\n\n<p><\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" decoding=\"async\" width=\"946\" height=\"982\" src=\"https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/image-21.png\" alt=\"\" class=\"wp-image-7574\" srcset=\"https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/image-21.png 946w, https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/image-21-289x300.png 289w, https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/image-21-768x797.png 768w\" sizes=\"(max-width: 946px) 100vw, 946px\" \/><\/figure>\n\n\n<a href=\"https:\/\/www.stic.ac.th\/qafs2223\/business\/wp-content\/uploads\/sites\/2\/2023\/08\/Explain-BPEx-criteria-requirements-listed-without-duplications.pdf\" class=\"pdfemb-viewer\" style=\"\" data-width=\"max\" data-height=\"max\"  data-toolbar=\"bottom\" data-toolbar-fixed=\"off\">Explain-BPEx-criteria-requirements-listed-without-duplications<br\/><\/a>\n<p class=\"wp-block-pdfemb-pdf-embedder-viewer\"><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Notes2.1. This item deals with your overall organizational strategy, which might include changes in student and other customer engagement processes and in program and service offerings. However, you should describe the student and other customer engagement and program and service design strategies, respectively, in items 3.2 and 6.1, as appropriate.2.1. Strategy development refers to your [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"_links":{"self":[{"href":"https:\/\/www.stic.ac.th\/qafs2223\/business\/index.php?rest_route=\/wp\/v2\/pages\/7569"}],"collection":[{"href":"https:\/\/www.stic.ac.th\/qafs2223\/business\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.stic.ac.th\/qafs2223\/business\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.stic.ac.th\/qafs2223\/business\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.stic.ac.th\/qafs2223\/business\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=7569"}],"version-history":[{"count":6,"href":"https:\/\/www.stic.ac.th\/qafs2223\/business\/index.php?rest_route=\/wp\/v2\/pages\/7569\/revisions"}],"predecessor-version":[{"id":7759,"href":"https:\/\/www.stic.ac.th\/qafs2223\/business\/index.php?rest_route=\/wp\/v2\/pages\/7569\/revisions\/7759"}],"wp:attachment":[{"href":"https:\/\/www.stic.ac.th\/qafs2223\/business\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=7569"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}