The document provides an overview of a 360-degree strategic analysis tool developed by ValueMaker to evaluate companies. Management from the company filled out an online questionnaire, and one person supplied objective data. The results were used to create graphs of importance and performance across 15 management areas. Workshop participants discussed the results, identified the largest gaps between importance and performance to determine priority areas for improvement, and formulated a strategic action plan focusing on the top three areas.

4. 360° strategy analysis - 100% overview
In cooperation with leading experts and How to use the report
based on numerous cases, ValueMaker has
developed an analytical tool that measures The analysis and the workshop are tools
the temperature of companies and applied to prioritise the action areas
organisations – a 360 degree evaluation. efficiently and with a minimum of
time-wasting within the next months or
years.
The management in your company has been
asked to fill out an online questionnaire. The The workshop will take you through a 360°
questionnaire is dynamic, which means that assessment of the company based on partly
it adapts to a line of factors (among these your personal online responses, partly in a
company size, strategy and customer focus) number of assignments that “force” you to
The analysis is thus tailor-made to your consider the key elements for your company
company. as seen in relation to the strategy you
consider for the future.
Some questions have been subjective,
whereas others have been objective. A This process ensures that the decisions are
subjective question could for instance be anchored in the management group and
“how is the company’s ability to compete in brings you the first steps into the
terms of quality?” to which the respondent is implementation phase. It should be
asked to answer by using a scale from 1 to emphasised that the analysis is only a
10. An objective question could for instance dialogue tool and a means to make visible
be “are there individual plans for and structure information. The analysis itself
competence development?” to which the does not solve any problems. When you have
response options are “yes” or “no”. identified your action areas, you have gained
perspective and knowledge, but the
One person has been key user and has surroundings remain unchanged. We
supplied us with numbers and objective data therefore recommend a follow-up to a
such as development in turnover, complaints ValuePerform analysis by means of a
percentages, investments etc. targeted implementation process, and
possibly in cooperation with an internal or
external consultant.

5. Guide - how to use the report
Strategy focus Importance Performance Potential Strategic
actions
How do you How important How do you really Where are the Which key areas
provide value to are your perform in all largest gaps should you focus
the customers. performances in management between on to acheive
What is your the management fields importance and your goals.
future strategy fields. performance.
focus
The report consists of 5 phases.
Each phase leads on to the next,
and each phase should be
completed one at a time.
Each phase contains 2 steps.
First you discuss the result of
the analysis, and then you
complete an assignment.
Important: In order to obtain
maximum benefits of the
process, it is essential that you
do not proceed to the next
phase until you have completed
Step 1: the assignment in the previous Step 2:
phase.
Discuss the results Solve a task
Strategy analysis for Organisation_Y - in cooperation with ValueMaker

6. Phase 1: Strategy focus & Customer value results of the analysis
What is your future
strategy focus?
Revenue growth in new
markets.
Revenue growth from new
products
Word definitions
Best total cost
Price as the primary
competitive parameter.
Cost optimization.
Product leader
First with the latest/best.
Innovation, product
development and design.
Complete customer solutions
Customer understanding and
service as the most important
parameter.
Long-standing customer
relations.
Guide
Any company will always have an element of all 3 preponderance of “Product leader”. If your
kinds of focus . A company such as Dell has a company does not have a distinct preponderance,
distinct preponderance of “Best total cost”, you may want to consider whether your strategy is
whereas the likes of Apple have an obvious sufficiently focused.

7. Assignment
Next, please Hang up poster number 1 where
discuss strategy everyone can see it.
and customer
value and draw Using a marker, please draw the pie
your own pie chart tracing the 3 kinds of customer
chart. values — reflecting how the world looks
today and how you would like the world
to be in the future.
Write down your 1-2 future top strategic
focus areas.
You should not feel limited by the result
of the analysis, but merely use it as a
tool furthering the process.
Strategy analysis for Organisation_Y - in cooperation with ValueMaker

8. Phase 2: Importance results of the analysis
Lowest
assessment
Average
Highest
assessment
At the end of
this report
you will find a
glossary of
the key
terms.
Guide
You should think of the chart as a reversed management area in your company. Management
dartboard: the further away from the centre, the area where you are in agreement the gap is small.
more important the management area. Where the Bear in mind that importance should be viewed in
highest and lowest assessments differ relation to your strategy focus and customer value
considerably, there is significant disagreement on the previous page – in other words, the future
between you as to the importance of the particular perspective is essential.

9. Assignment
Please discuss
Hang up poster number 2 where
importance and
everyone can see it.
create your own
graph.
Draw your own graph of “Importance” in
accordance with the points below:
Agree on the importance of each of the
15 management areas in order for you
to deliver the customer value required
and achieve your future strategy focus.
Place a dot by each management area
and connect the dots with lines.
This graph should be marked
“Importance”.
Strategy analysis for Organisation_Y - in cooperation with ValueMaker

10. Phase 3: Performance results of the analysis
Lowest
assessment
Average
Highest
assessment
Objective
At the end of
this report
you will find a
glossary of
the key
terms.
Guide
You should think of the chart as a reversed objective measurement of your performance
dartboard: the further away from the centre, the (calculated based on the information, the key user
better the performance. The highest assessment, has entered) On the reverse side you will find an
average and the lowest assessment are your overview of the greatest strengths and
subjective assessments. The orange graph is an weaknesses in the performance of your company.

11. Assignment
The analysis has identified the
following 5 top strengths:
The health and safety qualities of the company
are satisfactory relative to its competitors.
The company focuses on corporate social
responsibility, for instance by offering the
employees better conditions than required by
law, promoting diversity in the workplace,
engaging in community involvement or the like.
The company makes an effort to ensure that
the company’s suppliers and other business
partners comply with the company’s code of
ethics.
The accumulated knowledge is to a high extent
secured internally when employment
terminates.
The company is very committed to increasing
Please discuss Use poster number 2 again and make a safety in and outside the workplace in
performance and accordance with the known expectations of the
shared graph for “Performance” in employees.
create your own accordance with the points below:
graph
Agree on your performance within each The analysis has identified the
of the 15 management areas as seen following 5 top improvement areas:
The company is not adept at understanding
in relation to achieving your future customer needs and demands.
strategy focus.
The likelihood of obtaining further external
financing is low.
Place a dot next to each management
The company is not adept at retaining
area and connect the dots with lines. customers.
The implementation of the company’s current
This graph should be marked strategy does not require innovative initiatives.
“Performance”.
The existing capital base is insufficient relative
to the forecasted capital requirements over the
next 12 months.
Strategy analysis for Organisation_Y - in cooperation with ValueMaker

12. Phase 4: Potential results of the analysis
Average
assessment
of importance
Average
assessment
of subjective
performance
At the end of
this report
you will find a
glossary of
the key
terms.
Guide
From the above you can see that the analysis has this management area constitutes a
identified the largest improvement areas. significant improvement potential – i.e. a wide gap
A wide gap between the curves signifies that for exists between importance and performance.

13. Assignment
When you have completed the previous
pages including the assignments, the
poster will show 2 graphs: one for
“Importance” and one for
“Performance”.
Shade the field between these 2
graphs.
The areas characterised by the widest
gap between importance and
Please discuss performance are now graphically
improvement shown. In these areas an effort will
areas and render significant effect.
prioritize 3 areas
of action. Compare your figure with the results of
the analysis placed to the left. Discuss
the differences and if you reach new
realizations, the figure should be
adapted accordingly.
Make a prioritised list of 3
management areas, in which you plan
to make a targeted effort to improve
your performance. Draw a circle around
these management areas on the poster
and number them 1 – 3 according to
priority.
Strategy analysis for Organisation_Y - in cooperation with ValueMaker

14. Phase 5: Strategic actions results of the analysis
Guide
From the above you can see the 3 management
areas that were prioritised as your strategic action
areas before this workshop (at the time when you
filled out the questionnaire).

15. Assignment
Hang up poster number 3 showing the
strategic action plan.
Is there a difference between the
strategic priorities previously held and
those you have agreed on? If yes,
please discuss these differences and
agree on 3 final strategic priorities.
Please formulate Fill out the form indicating your new
a strategic action shared priorities – prioritised by
plan. numbers 1 to 3.
Remember to stay in the helicopter
(give the helicopter card to anyone who
starts getting into details)
Remember agreeing on the next step,
assign responsibility and set out a
deadline before the end of the
workshop.
Thank you for your excellent work and
good luck with the implementation of
your new strategic action plan!
Strategy analysis for Organisation_Y - in cooperation with ValueMaker

17. Word definitions
Learning/growth Process Management Customer
perspective perspective perspective perspective
Organizational Innovation: Strategy: Product - Service:
capital: Product development Mission Competitive parameters
Satisfaction Process development Business plan Customer value
Values proposition
Team spirit Production: Action:
Capacity Resourcefulness Relationships:
Information capital: Flow Achievement of Customer relations
IT Flexibility objectives Customer loyalty
Knowledge sharing
External cooperation Regulatory and People: Image:
social: Management Knowledge
Human capital: Security composition Recommendations
Recruitment Ethics Leadership
Retention development Financial
Development Leadership experience
Customer perspective
and cooperation
management:
Attraction Capital base:
Retention Goals:
Cash flow
Dependence Planning Earnings
Focus

18. Disclaimer Strategic analysis for Organisation_Y
In no event shall ValueMaker ApS be held
liable for direct or indirect loss incurred as a
result of information included in this report or
decisions made on the basis thereof.
Decisions made on the basis of the report
should always be made taking into
consideration all relevant circumstances,
including circumstances of which ValueMaker
ApS has no knowledge and which are not
taken into account in this report.
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including copyright
All rights reserved by ValueMaker ApS and all
information, methods and processes outlined
in the report are registered trademarks. All
rights reserved by ValueMaker ApS pursuant
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rules in force. The report is thus intended for
customer use only.
is a registered trademark of ValueMaker ApS