The British Academy for Training and Development offers this specialized training program in Strategic Analysis, designed to equip participants with the tools and techniques necessary to understand an organization’s internal and external environment, anticipate opportunities and risks, and make more accurate and effective strategic decisions.

Strategic analysis forms the foundation of organizational strategy formulation. It enhances an organization’s overall vision by linking available resources with market changes and future trends. This course enables participants to conduct accurate assessments of competitive positions, analyze industry dynamics, and guide institutional policies toward achieving sustainable excellence.

Who Should Attend?

• Executives and decision-makers.

• Strategy and planning managers.

• Business analysts and management consultants.

• Department managers aiming to develop strategic vision.

• Researchers in management and organizational development.

Knowledge and Benefits:

After completing the program, participants will be able to master the following:

• Understand the general concept of strategic analysis and its role in supporting decision-making.

• Identify tools for analyzing internal and external environments.

• Develop the ability to assess threats and opportunities in the business environment.

• Apply SWOT, PESTEL, and industry matrices effectively.

• Enhance analytical and critical thinking skills in a strategic context.

• Support strategic decision-making based on accurate data.

• Link analysis with planning and execution within the organization.

Introduction to Strategic Analysis

• Concept and Importance of Strategic Analysis

  • Definition of strategic analysis.

  • Its role in the strategic planning cycle.

  • Relationship between analysis and organizational excellence.

• Stages of Analysis in the Strategic Process

  • Pre-planning analysis.

  • Analysis during strategy implementation.

  • Analysis as a tool for review and evaluation.

• Types and Dimensions of Analysis

  • Environmental analysis.

  • Competitive analysis.

  • Internal organizational analysis.

External Environment Analysis

• PESTEL Analysis (Political, Economic, Social, Technological, Environmental, Legal)

  • Components and practical examples.

  • Linking results to planning.

  • Using analysis for forecasting changes.

• Porter’s Five Forces Analysis

  • Threat of new entrants.

  • Bargaining power of suppliers and customers.

  • Threat of substitutes and intensity of competition.

• Monitoring Market and Industry Changes

  • Tracking global trends.

  • Understanding customer behavior.

  • Industry dynamics and innovation.

Internal Environment Analysis

• Analysis of Organizational Resources and Capabilities

  • Tangible and intangible resources.

  • Core competitive capabilities.

  • Evaluation of functional competencies.

• Value Chain Analysis

  • Primary and support activities.

  • Identifying strengths and weaknesses.

  • Improving processes to enhance value.

• Financial Analysis as an Internal Indicator

  • Reading financial indicators.

  • Profitability, cost, and return.

  • Linking financial data to strategic analysis.

Strategic Analysis Tools and Matrices

• SWOT Analysis

  • Identifying strengths and weaknesses.

  • Monitoring opportunities and threats.

  • Using SWOT to build strategy.

• BCG Matrix and GE Matrix

  • Evaluating strategic business units.

  • Classifying products or services.

  • Supporting investment decision-making.

• Gap Analysis

  • Identifying gaps between current and desired state.

  • Developing plans to address gaps.

  • Using results to guide planning.

Applications of Analysis and Decision Support

• Linking Analysis to Decision-Making

  • Converting analysis results into strategic options.

  • Evaluating strategic alternatives.

  • Making data-driven decisions.

• Future Scenario Analysis

  • Constructing multiple scenarios.

  • Responding to unexpected changes.

  • Selecting the most suitable course of action based on evidence.

• Strategic Performance Measurement and Continuous Updates

  • Performance indicators related to analysis.

  • Periodic review mechanisms.

  • Importance of feedback in improving analysis.