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Read the instructions carefully and answer the questions. Do the activity first.In-text referencing is required.Activity: Situational (STEEP) Analysis – Design Technique 7 (DT7)
This design technique exercise (DT7) contributes to your Assignment 2 project.
https://www2.deloitte.com/content/dam/Deloitte/au/Documents/technology-mediatelecommunications/deloitte-au-tmt-tech-fast-50-2019-winners-report-20112019.pdf
I chose #22 Shippit https://www.shippit.com
One of the keys to a high growth firm is what is referred to as ‘riding the wave’. This
essentially means that there is a trend or some sort or changed condition that drives
demand for the products/services for the new business. In this exercise we examine
whether the broad trends that may be found in the social, technological, economic,
environmental, or political situations that surround your chosen case company may have
given rise to a high growth opportunity. Understanding this dynamic is part of collecting
insight around the design of the enterprise.
The antecedents to business model design discussed last week in Topic 3 included the
point of Constraints. In an entrepreneurial sense, constraints can provide the framework
for opportunity and growth notwithstanding that some constraints are also exactly that
and need to be observed in order to understand an enterprise design. Both opportunities
and constraints can be found in the situational analysis.
The design technique that we will consider for the situational analysis is often referred to
as a STEEP analysis.

Social: What social trends may have provided opportunities or constraints for the
case company?

Technology: Have trends in technology provided either an opportunity or constraint
for the case company?

Economic: How has the economic trends affected the case company either by
supporting the opportunity or providing a constraint?

Environmental: Are there environmental trends that seeded the opportunity or
constrained the case company?

Political: Have political trends influenced the opportunity or constrained the case
company?
For this design technique you will need to conduct some desk research too, but first get
your ideas together.
Step 1. To commence, consider what types of STEEP trends have influenced your case
company. In the real world and as a team you would use post it notes to each
individually consider the trends and then post them on the wall to discuss each one
collectively and cluster them into themes. In the virtual world, you can first work alone
to get a few ideas and then enter these onto a shared wiki space that is a collaborative
online work space that each team member can add to. If you are working as a team, use
the wiki space to work collaboratively.
Step 2. Once you have collected some ideas then turn to the web to conduct some
research and tap into any existing knowledge. What evidence can you find to support
your ideas of the influencing trends? Can you find public reports or research papers that
suggest and support the trend? Are there newspaper or other forms of media including
social media that may be relevant to your case company’s situation?
Step 3: In this step we conclude and synthesise the data on a 2×2 grid. On one axis
label it as “Influence on growth” with the extremes indicated as “low Influence and high
influence”. This will be your perception of the influence of the trends on your case
company’s growth trajectory. On the other axis label it “Design influence” and the
extremes will be the opposing viewpoints of “Opportunity and Constraint”.
Step 4: Summarise the key points to highlight the design features that you will look for
during the further analysis of the company. This situational analysis presents a case that
your chosen company may have incorporated into their enterprise design. If they have
you will be in a position to recognise it. If they haven’t it may mean there are other
factors that may emerge in the next topics of analysis that override the priority that is
apparent here. It could also mean the company has missed this influence or has not yet
made it obvious that they are working on this influence and this may be a finding to
include in your final report.
An example of what a visualisation of DT7 might look like for a new ‘Healthy Eating’
Business case is provided here (adapted from Fraser, 2019, p. 179).
Reflection report
Please select and discuss at least one selected enterprise design analytical technique (that is
tool, model or framework) that relates to analysing the situational and competitive contexts.
The report will combine an expression of what you have learned about your chosen analytical
technique(s) with your reflection on your contribution in the application process to the team
performance. Your reflection will be framed by the role you determine to adopt
https://www.belbin.com/about/belbin-team-roles/ (I chose the completer/finisher) for the
duration of the team project. Report format of no more than 400 words.
This short report will need to cover:
– Nomination of your selected enterprise design technique (DT)
– A description of what the technique is and how it contributes to enterprise design and/or
value creation
– How your role influenced the technique’s application and the team outcome.
Design techniques (DT):
DT6: Project Blueprint
DT7: Situational (STEEP) Analysis
24/03/2020
Enterprise Design & Value Creation
BUSS 3102
Week 4 Strategy & Constraints
Allan O’Connor A/Prof Enterprise Dynamics
Today’s Agenda
• Becoming familiar with Zoom and the Weekly Activities
• Project Activity: DT 6 ‘Project Blueprint’
– Practice a team wiki
• Differentiating Entrepreneurial Strategy
– Practice a quiz
• DT7: Situational (STEEP) Analysis
– Project Application
• Key points and reminders
2
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24/03/2020
DT6 The Project Blueprint
• This design technique will help the team
manage the project and see how it will unfold.
• Use it to map out the key stages of the project
and include the activities, team participation
schedule, timing, and the intended outcomes
DT6 Continued
• Step 1: Create a timeline by drawing a line on a
large piece of paper. Designate each stage:
– Case selection and description
– The entrepreneur and goals
– The external strategic context
– The operational resources, capabilities, and activities
– Enterprise design synthesis and growth implications
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24/03/2020
DT6: Continued

Step 2: Map the Time line for Design Techniques, activities, and participation.









Goals: value creation and capture (Topic 3)
Constraints: external (Topic 4) and internal (Topic 6)
Templates: competing designs (Topic 5)
Stakeholders: collaborators and co-operators (Topic 7)
Activity systems (Topic 8)
Challenges of Growth (Topic 9)
Step 3: Define the deliverables and milestones and include time for research,
drafts, presentations, key dates, meeting venues, and anything you feel is
important to move toward project completion
Step 4: Assign roles and responsibilities (draw upon the team Design Techniques)
Step 5: Synthesise and visualise your Project Blueprint
DT6: Visualisation Example
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24/03/2020
Case Definition
Lec tures:


Entrepreneur &
Goals


External Analysis

Internal Analysis


Strategy Analysis
Synthesis


Design => Entrepreneur =>Business Model => Strategy => Com
petitive Advantage => Human Capit
al => Organisation and Relations=> Activity Systems => Growth
Milestones and Outcomes
Activities
Tuto rials:
Form team and agre e case company
(Topics 1-3)
Constraints and
opportunities:
external (Topic 4)
Goals: value
creation and
capture (Topic 3)
Constraints internal
(Topic 6)
Templates: external
(Topic 5)
Challenges of growth
(Topic 9)
Stakeholde rs: (Topic 7)
Activity Systems (Topic 8)
Roles and Responsibilities
Strategy formulation leads to
competitive positioning
DIFFERENTIATING ENTREPRENEURIAL
AND CORPORATE STRATEGY
7
Corporate Strategy

A [corporate] strategy is a pattern or
plan that integrates an organisation’s
major goals, policies, and action
sequences into a cohesive whole. A
well-formulated strategy helps to
marshal and allocate an organisation’s
resources into a unique and viable
posture based on its relative internal
Differentiating Entrepreneurial
Strategy
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24/03/2020
competencies and shortcomings,
anticipated changes in the
environment, and contingent moves by
intelligent opponents.
– Mintzberg & Quinn (1996)
Entrepreneurial Strategy

An entrepreneurial strategy is a design
or plan that integrates an
entrepreneurial team’s intent into
goals, policies, and action sequences to
build a cohesive business model. A
wellformulated strategy helps to
marshal resources from external
sources to complement team
competencies, compensate for relative
shortcomings, anticipate changes in
the environment and contingent
moves by intelligent opponents, and to
allocate tasks to form an organisation
with a unique and viable posture.
– Adapted from Mintzberg & Quinn (1996)
Check out the Quiz
• Go to Learn On Line Topic 4 Weekly Activity for
instructions and information • Quiz is shown
on the Topic 4 page
Design Antecedent: Constraint
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• Constraints are not always what they seem
and they can be opportunities • Constraints
and opportunities are revealed in the
situational analysis
• High-growth firms can be driven by ‘riding a
wave’ of opportunity and/or finding a way
around a constraint.
Situational Analysis

One design technique (DT7) is called the STEEP Analysis:
– Social: What social trends may have provided opportunities or
constraints for the case company?
– Technology: Have trends in technology provided either an opportunity
or constraint for the case company?
– Economic: How has the economic trends affected the case company
either by supporting the opportunity or providing a constraint?
– Environmental: Are there environmental trends that seeded the
opportunity or constrained the case company?
– Political: Have political trends influenced the opportunity or
constrained the case company?
DT7: Situational Analysis using STEEP
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24/03/2020
• Step 1: Consider what types of STEEP trends have
influenced your case company and theme them
• Step 2: Commence some desk research on these
themes and keep an eye out for other themes that
may become apparent
• Step 3: Construct a 2 x 2 grid of ‘Influence on growth’
on one axis and ‘Influence on design’ on the other
• Step 4: Summarise the key points noting the points
that could influence the enterprise design.
DT7: Visualisation Example
A Healthy Eating Business CaseAdapted from Fraser, 2019, p. 179.
Opportunity
Rise in obesity
& diabetes
Food shortages
in the western
world
Influence
on design
Constraint
Vertical farms
in urban
centres
Cloning
endangered
animals for
human
consumption
Low
Governments
impose ‘fat’ and
‘sugar’ taxes
Increase in low
fat and low
sodium foods
Government
regulation of
food labelling
Influence on growth
Increase in
organic & allnatural Foods
Increase of
allergy free
foods
Increased
consumption of
prepared foods
High
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Key points




The Project Blueprint is a task management tool. Use it to ensure
everyone has a role and agree on it early.
Appreciate the difference in Entrepreneurial and Corporate Strategy.
Often in the context of a start-up business the conditions and situations
vary.
Both opportunities and constraints can be found in the situational
analysis.
Provide evidence of your research and use the key points from DT7 to
inform your enterprise design analysis. Each week a new design technique
will grow your awareness of your case company to be able to surface the
enterprise design in your final report.
Week 4 Design Techniques

We reviewed one DT and introduced one new DT this week
– DT6: Project Blueprint (reviewed)
– DT7: Situational (STEEP) Analysis (new)


An enterprise design should be informed by the changes and
opportunities within the situational landscape. DT7 maps out the
situation. What situational circumstances presented the opportunity
for the growth of your case company?
Use DT7 to highlight the opportunities and constraints for your case
company that has perhaps influenced growth and note these for
later when we advance to analysing the company operations
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Preparation for next week
• Complete the weekly activities if you haven’t
already done so.
• Have your team complete the DT7 situational
(STEEP) analysis for your case firm.
• Review next week’s topic prior to the lecture
• Continuous Assessment Feedback mid-next week
Thank you
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