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(Solution) CIPS APGCE Analysis of Stakeholders in Corporate Strategy

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4.1 Analysis of Stakeholders in Corporate Strategy

Stakeholders entail what Chebbi et al. (2020) identify as ‘people or organisations with interests on corporate strategy influencing how it is implemented’. Considering HWE, a summary of their stakeholders analysis is illustrated in the following;

Figure 1: A summary of HWE Stakeholders

Further, the Mendelow Matrix Analysis is appropriate for stakeholders relationships in the corporate strategy implementation;

Figure 2:Summary of Mendelow Stakeholders Analysis

Source: CIPS (2022)

High Power; Low Interest- UK community and health sector institutions have high power in influencing the corporate strategy. Through a leverage on high-level power with interests harness appropriateness of stakeholders relations.

Low Power; High influence- The administration and management are not actively involved in the development of the corporate strategy but largely impact the outcomes. This is while influencing how collaboration, consultations and information sets are exchanged successfully.

High Power; High Influence- The supply teams, PS&M departments and accounts team have high-level power and influencing how it is developed and eventually pursued as part of the process.

Low Power; Low Interest– The UK government and also competitors in the healthcare sector are primarily only keep informed stakeholders with limited input on the corporate strategy. They play a facilitative roles and are found influencing developing policies and focus.

4.2 Analysis of External Factors which Impact Strategic Aims

To identify different external factors, it is relevant using STEEPLED Analysis appropriately (CIPS , 2023a). This is appropriate for varying organisation functions to discover, evaluate, organise and track entire external risks;

Table 1:STEEPLED Factors

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