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External Environment Analysis and Stakeholder Development.

This session explores the foundations of strategic analysis and insight generation. Topics include the Knowledge Itinerary, the Situation-Complication-Question (SCQ) framework, tools for analysing the external environment, and approaches to stakeholder mapping and persona development. Together, these frameworks help transform information into actionable insights and support more user-centred decision-making.

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Sergio Pinzon•
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External Environment Analysis and Stakeholder Development Sergio Pinzon 1
Today’s genda • Recap • The knowledge itinerary • Situation – Complication – Question • Your external-environment toolkit • Stakeholders and persona development • Announcements
Recap 3
Framework 1: The Knowledge Itinerary A simple way to sort what you know from what you're guessing — and turn the gap into a research plan. 1 What we already know 2 What seems most critical 3 Data that's “must- include” 4 Data that's “good to include” 5 What's still missing / unknown Order matters: knowns and criticals go at the top of your list, the biggest unknowns at the bottom — that ranking becomes your research priority list, not just a status report. Part 1 · The Discovery Stage 7
Explained last week. Today, we put them to work. Knowledge Itinerary ● 1 · What we already know ● 2 · What seems most critical ● 3 · Data that's must-include ● 4 · Data that's good-to-include ● 5 · What's still missing / unknown Order matters: knowns at the top, biggest unknowns at the bottom — that ranking IS your research priority list. Situation – Complication – Question ● Situation — facts both you and the client already agree on ● Complication — what changed, or what's now a problem ● Question — the precise, decision-focused question your project must answer A good SCQ fits in three sentences. If it needs a paragraph, you haven't found the real question yet. MGMT3003 · Tutorial 4 · Reading the External Environment 3
Framework: Situation – Complication – Question (SCQ) example Notice: the Question is decision-focused, not “why are sales down?” — that's an analysis question, not a project question. 5 • Situation: Starbucks entered Australia in 2000 and expanded rapidly, reaching 84 stores within eight years. • Complication: By 2008, most stores were unprofitable and same-store sales were falling — despite Starbucks' success everywhere else. • Question: Should Starbucks close underperforming stores, change its offer, or exit the Australian market altogether?
Activity 1: Knowledge Itinerary + SCQ (15 minutes) For your chosen Industry partner use the shared Knowledge Itinerary Template 1. Identify: 1. Top 7 knowns and critical facts 2. Top 7 unknowns or research gaps 2. Create an SCQ in 3 sentences: 1. Situation: What do we know? 2. Complication: What's the challenge? 3. Question: What needs to be answered? 3. Be ready to share your findings with the class. . SCQ framework ● Situation — facts both you and the client already agree on ● Complication — what changed, or what's now a problem ● Question — the precise, decision-focused question your project must answer Knowledge Itinerary 1 · What we already know 2 · What seems most critical 3 · Data that's must-include 4 · Data that's good-to-include 5 · What's still missing / unknown
Let’s debrief (10 minutes) 1. Share your • Top 7 knowns and critical facts and • Top 7 unknowns or research gaps 2. Create an SCQ in 3 sentences: • Situation: What do we know? • Complication: What's the challenge? • Question: What needs to be answered? 3. Be ready to share your findings with the class.
Your external-environment toolkit PESTEL ● Political ● Economic ● Social ● Technological ● Environmental ● Legal 6 lenses on the macro- environment Porter's Five Forces ● Industry rivalry ● New entrants ● Substitutes ● Buyer power ● Supplier power How competitive is this market? Market Sizing ● TAM — total addressable market ● SAM — serviceable available market ● SOM — serviceable obtainable market How big is the prize, realistically? Suitorly's Legal factor (US AI-hiring & data-privacy rules, e.g. NYC Local Law 144) could change the whole entry approach. Rapid Analysis's Political factor (import tariffs & certification) differs across all 11 markets — start with your 2-3 likeliest. MGMT3003 · Tutorial 4 · Reading the External Environment 8
Homework: From Research Gap to Market Opportunity 9 Using your chosen partner project 1. Review today's biggest research gap (your most important unknown) and Identify the 3 PESTEL factors most likely to influence success or failure. 2. Estimate the Total Addressable Market (TAM): • Provide a rough market size figure • Include at least one credible source 3. Apply Porter's Five Forces to identify: • Key industry pressures • Potential entry strategies
NEW FRAMEWORK · STAKEHOLDER MAPPING Who does this partner need on side? HOW IT WORKS ● List the people and organisations your partner will need to engage to expand internationally ● Hint: partners, platforms, suppliers, distributors, regulators, influencers ● For each, describe the relationship in one line ● Rate your team's current knowledge 1–7 (1 = you know they exist, 7 = you know how to work with them)` The lowest-scored, most decision-critical stakeholder is usually the one worth turning into a persona next. EXAMPLE — SUITORLY US employers / HR directors (buyer) 3 Job-seeking professionals (end user) 5 ATS vendors — Workday, Greenhouse (channel) 2 Incumbents — LinkedIn, Indeed, ZipRecruiter 4 AI-hiring / data-privacy regulators (e.g. NYC LL144) 1 HR-tech media & LinkedIn influencers 2 10
Persona Development Motivators: What drives their actions? Values/Attitudes/Beliefs: What principles guide their decisions? Goals/Challenges: What are they trying to achieve or overcome? Likes/Dislikes: What do they prefer or avoid? You choose a specific stakeholder profile—this can be a person or an organization—and create a detailed profile for them. The more specific, the better. Your persona should include:
NEW FRAMEWORK · PERSONA DEVELOPMENT Bring one stakeholder to life Choose ONE stakeholder from your map — a person or an organisation — and build a detailed profile. The more specific, the better. TEMPLATE ● Name & role, organisation type ● Goals & motivations — what are they really trying to achieve? ● Pain points & objections — what could make them say no? ● Decision-making power (1–7) ● Preferred channels — how would you actually reach them? ● A quote, in their own voice EXAMPLE — Priya Nair — IT Manager, 40-person architecture firm, Singapore ● Goals: an affordable, private on-prem AI box for document search — no cloud subscription ● Pain points: tight IT budget, data-residency concerns, no time to manage complex servers ● Decision power: 6/7 — she recommends, the owner signs off ● Channels: LinkedIn tech groups, local reseller word-of-mouth, YouTube reviews “I don't need a data centre — I need something my one IT guy can plug in and forget about.” MGMT3003 · Tutorial 4 · Reading the External Environment 11
Activity 2: Map your partner's stakeholders, then bring one to life (12 minutes) • For your chosen Industry partner (same one as Activity 1): list 7 relevant stakeholders, describe each relationship in one line, and rate your knowledge 1–7. • Pick the lowest-scored, most decision-critical stakeholder from your map and build a full persona using today's template.
Let’s debrief (10 minutes)
1. Using your industry partner, complete your Knowledge Itinerary + SCQ Pass. One-page 2. For your lead partner, complete: • Top 3 relevant PESTEL factors • Full TAM-SAM-SOM analysis and calculations • TAM (Total Addressable Market)SAM (Serviceable Available Market) • SOM (Serviceable Obtainable Market) 3. Refine today's 7-stakeholder map and customer persona 4. Come prepared to discuss and defend your assumptions, calculations, and stakeholder choices. Three things to progress
External Environment Analysis and Stakeholder Development.