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Organisational Analysis: Finding the Value of the Organisation
Abstract
The organisational analysis described here (aimed at developing the plans for strategic development and risk assessment) is to determine the core functioning of the organisation. It is essential to get a clear unambiguous understanding of the key factors that drive the performance of the organisation and to determine what risks may threaten the organisation. To do this an organisation must carefully choose the analysis tools they will use to gather information about their organisation. Companies, while researching and analysing their business architecture, are rediscovering Michael Porter's value chain (Whittle, 2016). To understand the value creation aspect of the organisation, it is necessary to determine the critically significant value activities, together with any causal relations that are evident and where possible the degree of that relation. There is a suggestion that the value stream is a more basic analysis unit than the value chain and that the value chain can comprise several value stream components. The value stream may, therefore, be a better analysis unit to use when developing the value architecture. The business model cannot be called an analysis tool; however, it is a critical review tool for the other analysis activities and an essential communication facility for the organisation.
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