1. Organizational Overview and External Environment “The organizational overview should inform us about what the entity does, which would encompass its mission and vision, therefore identifying the entity’s purpose and intention. “ Identify critical human resources. “The external environment provides information about the context under which the entity operates and will therefore enlighten us about, economic conditions, technological changes, environmental challenges and societal issues. “ Information should be provided on material factors in the external environment that can impact the entity’s ability to create value in the short, medium and long term and its response to these factors.
2. External Environment Some items to consider: • Economic conditions • Technological changes • Information on societal issues
Some items to consider continued: • Competitive landscape and market positioning (consider such factors as, the threat of new competition, substitute services or products, bargaining power of suppliers and customers, and the level of competitive rivalry).
Please try and include the Use Porter’s Five Forces Classification Framework
• Horizontal competition
Rivalry among Existing entities
Threat of New Entrants
Threat of Substitutes
• Vertical competition – Supplier Power – Buyer Power Some items to consider continued:
• Legislative and regulatory environment under which the entity operates • Micro conditions and macro conditions
• Industry trends.
• Speed and impact of technological changes
• Information on environmental issues
3. Governance “The section on governance should identify the entity’s governance structure and how this structure supports the entity’s ability to create value in the short, medium and long term
Some items to consider when writing on governance:
•Ability to create value in the short, medium and long term
•Any regulatory requirements and if so, its impact on the entity’s governance structure (does it exceed the regulatory requirements).
•The Board of Directors responsibility for promoting and enabling innovation
•Senior Management and Directors skills, such as, competence and experience
•Senior Management and Directors diversity such as, gender
• Mechanisms for dealing with integrity and ethical issues
• Relevance of remuneration and incentives on value creation
• Governance processes for formulating strategy, making strategic decisions, monitoring strategy, monitoring culture and influencing strategy
• Attitude towards risk and its approach to managing those risks
