Escolar Documentos
Profissional Documentos
Cultura Documentos
PESTEL - Table 2
SN ISSUE ANALYSIS
1 Political The European Union have priorities for welfare; the EYAAIS in 2012, the
election in 2010 has resulted in a frenzy of policy development
2 Economical The economic crisis has decreased the revenue
3 Social Accelerated ageing of the society; encourage greater employment rates
for people between the age of 50 – 64,immigration factor, the baby boom
cohorts
4 Technological Online Social Network, Internet, Mobile PC
5 Environmental Forest destruction, natural heritage protection, CHC free products
6 Legal
*The Calouste Gulbenkian Foundation
McKinsey’s 7S Model - Fig 2
‘Hard’ Analysis:
STRUCTURE
Hard
Tasks shall be effectively allocated within the Branch and
vis-à-vis the Foundation. The strategy adopted is to work
STRATEGY SYSTEMS
in partnerships rather than having competitors. An
adequate risk management system shall be implemented
‘Soft’ so as to fund sustainable projects.
SHARED VALUE
Soft
All stakeholders shall be driven towards the aims &
SKILLS STYLE objectives of the Foundation. Staffs shall work towards
the fulfillment of the vision of the Foundation. Adequate
effort must be made for the effective delivery of services.
STAFF
GE MATRIX - Fig 3
Foundation Capability
Analysis:
Capacity Building
Innovation
The UK Branch must prioritise its grants in
High
Arts and Culture relation to the specific activities that will con-
Health
Education
tain less risk, more so in this economic crisis.
Activities whereby lesser resources shall be
used and the core problem is attacked at
Social service
Addressing migration Fulfilling potential source shall be given the resources .e.g. ca-
Medium
Science
ANALYSIS:
Increase financial resources Manage Funds
The arrows illustrate one cause
and effect chain from the strategy
CGF Other revenue Reduce cost Risk Mgt
map. CGF’s goal is to reduce pov-
erty and help the vulnerable peo-
Stakeholder perspective ple through providing funds to
NGOs (financial perspective). The
Employees organisation makes the assump-
Organisation tion that the best way to demon-
who receive Direct
grants beneficiaries Partners CGF strate this is by reporting impact
delivered to the beneficiary group
Internal Process perspective across the organisation’s activities
(internal process perspective).
Porcess the
Internal &
foundation needs to Information Impact
External
excel at to meet sharing measurement
communication
objectives above
Resource perspective
Information Networks
Skill sets
technology
FOUNDATION INFRASTRUCTURE
PRIMARY ACTIVITIES
ACTIVITY COMMENT
Inbound logistics Receiving funds from petroleum consortium/ CGF gives to UK Branch
Operations Analysis on projects and allocates funds and grants
Outbound logistics Grants, scholarships, funds for research
Marketing & Sales Leaflets, Online social network, box office
After-sales service Follow-up of projects after providing funds
Procurement
Technology Development Method for selling tickets(online)
Human Resource Mgt Have a large staff force and multi-cultural
Management Planning Transparency of operations and effective planning is needed for or-
ganising concerts, exhibition and so on
RISK ANALYSIS - Fig 6
ANALYSIS:
0
100
PROBABILITY (%)
Potential
Entrants
Threat of substitutes
Substitutes
ANALYSIS:
There more and more individuals indulging in philanthropy as there are no barriers to entry. Beneficiaries can go
to anyone they want. There are many NGOs and institution providing funds and grants. CGF has no other funders
except for its Gas and petroleum “business”.
PRESENT NEW
ANALYSIS:
PRESENT
MARKET PENETRATION
Maintain the actual grants and PROJECT DEVELOPMENT
continue with actual Think on new projects
beneficiaries
MARKET
ANALYSING EYAAIS/issues