để biết tất cả các khía cạnh của tổ chức cũng như những người đối phó với họ trên một cơ sở hàng ngày. Theo đó, cách hiệu quả nhất để sử dụng các tài liệu trình bày trong các chương tiếp theo là liên quan đến tất cả các thành viên chủ chốt của đội ngũ quản lý. | 2 CONDUCT STRATEGIC AUDIT the strategic building blocks at your disposal and is the first step toward setting sound business goals and maximizing your organization s strategic value in the future. It is important to remember that it is impossible for the organization s leader to know all aspects of the organization as well as those who deal with them on a daily basis. Accordingly the most effective way to utilize the material presented in this and the following chapters is to involve all key members of the management team. An outside facilitator is generally retained to conduct the various exercises. However it is not uncommon for the organization s leader to play this role or to assign another member of the management to do so. HIGHLIGHT EXISTING STRENGTHS It is best to start with a qualitative look at your organization. This involves identification of its key processes historical focus and environmental positioning. The understanding you develop will enhance your ability to make sense of the numbers when you begin the quantitative phase of the strategic audit. The three procedures used to highlight existing strengths require the involvement of all the key members of the management team. Key Processes Requirements You will need a large board on which to draw. Methodology Diagram each activity in which your organization engages from the time the outside world first makes contact with it until a transaction such as the delivery of a product or service is complete. Change the diagram until the Highlight Existing Strengths 3 team reaches agreement or a consensus that the activities shown represent the sum total of the value added by the organization during its normal course of business. Then combine and or eliminate activities to create a diagram highlighting the critical few key processes in which your organization engages. For an example of what this might look like see Exhibit . Result You have reached an understanding of the important activities your .
