Step_l. Monitoring tile:
Lnvironmcnt
:'i!~l~f (lrgani/.ing
1':11I'i f( 1I1111e:1I t,11
lnlonu.u iou
~1~·1:2. I'n)CCSS ing
(Analyzing) Euviroiuucntul
lulonnution.
0llJl 5. Matching
Internal lulonnation and
l-nvironmcntal luformation
Ste:p 4. Developing lntcrnal
lnformation about the linn
IXI'I:RNAL
[~NVlr~Q~Ml~NT
\Economic System
l'oliuca! system
INH)I<MATION
(iATIIERING
SYSTI:M
INFORMATION
PIWCESSING
SYSTEM
INTERNAL INFORMATION
SYSTEM
INFORMATION
MATCIIrNG SYSTEM
4a. Developing Internal
Awareness.
-strcngths and weaknesses
of the firm
-organizational purpose and
values
I. Signals
cross-indexed by:
I. Mapping the
environment around a
signal.
Socia l System
~•.. I. Docs the environmental
signal represent a major
opportunity lor the firm?
"""'II("
Cultural System •..a. actor
h. issue
e. geography
d. product/market
•.. •..
2. Analyzing the
predisposition and
power of actors in the
environment around
a signal.
Technology
a. timing?
b. magnitude?
4b. Developing Internal
Flexibility.
-sources of supply
-flexibility of managers
-Ilexibility of technologists
-flexibility of marketing
-Iiquidity/ability to raise
capital
Physical Environment
2. Strength of
signal noted--
3. Building scenarios
as to how the signal
could become a threat
or opportunity for the
linn.
a. weak
b. medium
c. strong
4c. External Flexibility
(Organizational Positioning)
-product line diversification
-geographic diversification
4. Forecasting what
might in fact occur,
given information
currently available.
Step 6. Policy, Strategy
and Decision Making
ACTIO
FIRM
OUTCOME FOR TilE
IN THE ENVIRONMENT
•
EXECUTIVE STRATEGY, POLICY
AND DECISION MAKING SYSTEM
Step 7 Implementation
I. What will the firm do?
ACTION
2. When will it do it?
I. Overcoming Organizational
impediments to implementing
Social Programs:
a. cost factors and their
reliability.
b. budgeting and evaluation
system.
e. characteristics of large
scale organizations.
EXIllnIT 7-1. I~NVIRONMENTAL MONITORING, FORECASTING, AND
SOCIAL DECISION MAKING SYSTEM
adapted from Melvin Anshen,