The development and evaluation of strategic options is an important aspect of the strategic management process. It is fundamental if companies are to secure, maintain or enhance their competitive position. Few companies can claim to do this effectively because they either approach the selection process on too narrow or too broad a basis. A Strategic Issue is, first of all, an issue - an unresolved question needing a decision or waiting for some clarifying future event.
What are we going to sell?
To whom are we going to sell it?
How will we beat or avoid our competition?
Strategic Issues lie right at the heart of the business. Correspondingly, the process step dealing with Strategic Issues lies right at the heart of Simplified Strategic Planning.
Strategic options
Strategic options are creative alternative action-oriented responses to the external situation that an organisation (or group of organisations) faces. Strategic options take advantage of facts and actors, trends, opportunities and threat of the outside world. Strategic options can be identified after an institutional assessment, keeping in mind the aspirations (basic question) of an organisation. The tool 'Strategic options' helps to identify and make a preliminary screening of alternative strategic options or perspectives (Penrose, 2009, 25).
Strategic Issues is a cornerstone of any strategic planning process. The information-generating steps above the Strategic Issues block of Figure 1 take place early in the process. They provide the raw material for the review and analysis that occurs immediately before Strategic Issues.
Risk trade offs
In risk-driven development (RDD) security risks are identified, evaluated, and treated as an integrated part of development. The AORDD framework addresses the choice of security treatment strategies using a cost-benefit trade-off analysis computing Return of Security Investments (RoSI). RoSI is the value of loss reduction to money invested on security treatments. ...