LRS
ORGANISATIONAL PERFORMANCE
1. Creative Thinking and Problem Solving
Modern dynamic business environments demand proactive and creative strategies to successfully
navigate complex challenges.
Steps to Systematically Resolve Problems
• Step 1: Identify and Close Resource Gaps: Conduct an objective evaluation of internal
capability constraints, then strategically procure or develop the vital skills and assets needed.
• Step 2: Impact Analysis & Solutioning: Evaluate the structural or financial impacts of the
bottleneck on core business continuity while establishing viable alternative scenarios.
• Step 3: Strategic Selection & Depth Expansion: Select the optimal resolution model and
articulate its tactical deployment with comprehensive breadth and operational depth.
2. Creative Problem-Solving Techniques
Pros & Cons Matrix: A practical framework that balances positive outcomes against corresponding
disadvantages to extract low-risk options.
Decision Tree Diagrams: A diagram showing multiple outcomes to a particular event.
PESTLE Framework: An external scanning tool tracking Macro-environmental variables: Political,
Economic, Socio-cultural, Technological, Legal, and Environmental.
SWOT Matrix: A classic strategic planning grid synthesizing internal attributes (Strengths,
Weaknesses) against macro-market realities (Opportunities, Threats).
Value Chain analysis: An operationally focused tool built to examine internal workflows. It isolates
exactly where value is added cost-effectively to elevate premium product output, If a standard
1
, LRS
activity falls outside core competence, it dilutes value and must be restructured, eliminated, or
outsourced.
Delphi technique: A process of using experts’ opinions on a certain topic to make decisions. It
should be kept anonymous to ensure unbiased, objective, and critical insight.
Resource-Based analysis: A framework emphasizing that rare, valuable, inimitable, and non-
substitutable internal resources form the primary mechanism to drive problem resolution and
competitive advantage.
3. Performance Measurement: The Balanced
Scorecard
The Balanced Scorecard acts as a strategic mapping tool, translating high-level vision into
milestones across four interconnected operational perspectives. This guarantees long-term
sustainability.
Strategic Perspective Core Focus & Operational Objectives
Financial Enhancing asset utilisation, expanding
revenue channels, and minimising costs
Customer Customer brand perception, tracking market
share, and adapting to shifting customer needs
and expectations.
Internal Business Processes Fostering product/service innovation perfecting
daily operational management and managing
social investments.
2
ORGANISATIONAL PERFORMANCE
1. Creative Thinking and Problem Solving
Modern dynamic business environments demand proactive and creative strategies to successfully
navigate complex challenges.
Steps to Systematically Resolve Problems
• Step 1: Identify and Close Resource Gaps: Conduct an objective evaluation of internal
capability constraints, then strategically procure or develop the vital skills and assets needed.
• Step 2: Impact Analysis & Solutioning: Evaluate the structural or financial impacts of the
bottleneck on core business continuity while establishing viable alternative scenarios.
• Step 3: Strategic Selection & Depth Expansion: Select the optimal resolution model and
articulate its tactical deployment with comprehensive breadth and operational depth.
2. Creative Problem-Solving Techniques
Pros & Cons Matrix: A practical framework that balances positive outcomes against corresponding
disadvantages to extract low-risk options.
Decision Tree Diagrams: A diagram showing multiple outcomes to a particular event.
PESTLE Framework: An external scanning tool tracking Macro-environmental variables: Political,
Economic, Socio-cultural, Technological, Legal, and Environmental.
SWOT Matrix: A classic strategic planning grid synthesizing internal attributes (Strengths,
Weaknesses) against macro-market realities (Opportunities, Threats).
Value Chain analysis: An operationally focused tool built to examine internal workflows. It isolates
exactly where value is added cost-effectively to elevate premium product output, If a standard
1
, LRS
activity falls outside core competence, it dilutes value and must be restructured, eliminated, or
outsourced.
Delphi technique: A process of using experts’ opinions on a certain topic to make decisions. It
should be kept anonymous to ensure unbiased, objective, and critical insight.
Resource-Based analysis: A framework emphasizing that rare, valuable, inimitable, and non-
substitutable internal resources form the primary mechanism to drive problem resolution and
competitive advantage.
3. Performance Measurement: The Balanced
Scorecard
The Balanced Scorecard acts as a strategic mapping tool, translating high-level vision into
milestones across four interconnected operational perspectives. This guarantees long-term
sustainability.
Strategic Perspective Core Focus & Operational Objectives
Financial Enhancing asset utilisation, expanding
revenue channels, and minimising costs
Customer Customer brand perception, tracking market
share, and adapting to shifting customer needs
and expectations.
Internal Business Processes Fostering product/service innovation perfecting
daily operational management and managing
social investments.
2
