internal and external analysis of unsuccessful logistic plan

An assessment is required to arrive at conclusions on how the organization may be impacted by relevant threats and opportunities.
· External:
· MACRO- political/legal, economic/demographic, socio-cultural, and technological (PEST)
· MICRO- Rivals, clients, suppliers, channels, and the public 
· Internal resources: the organization (Olsen, 2019).
Internal Analysis
Internal weakness/strength assessment of a company revolves around the internal elements which benefit or prove detrimental to a company when it comes to satisfying target market requirements. Strengths imply an organization’s core competencies which accord it an advantage with regard to fulfilling target market requirements. All assessments of corporate strengths ought to be client/market-focused, as they only have meaning so long as they aid the organization in fulfilling client/market demands. Weaknesses denote the shortcomings of a corporation in the area of strategy formulation and implementation. These also need to be studied from the standpoint of the client as clients can typically see shortfalls that organizations themselves fail to notice (Olsen, 2019).
External Analysis
External organizational analysis studies external environmental threats and opportunities independent from companies. To distinguish between threats/opportunities and weaknesses/strengths, the following basic question must be posed: Would it be a problem if the company did not exist? A reply in the affirmative means the problem is external in relation to the corporation. Opportunities represent favorable external environmental conditions which, if appropriately leveraged, may glean rewards. They should be pursued to derive benefits from them. On the other hand, threats imply obstacles to organizational attainment of their respective established goals (Olsen, 2019).
Strategic and Tactical Planning
Strategic planning is defined as the process whereby a company outlines its corporate strategy, allocates resources, and directs members to accomplish established goals. It involves formal long-term planning and assists the organization in defining what it does, its target market, and how to be successful. Meanwhile, tactical planning denotes division of strategic corporate plans into distinct activities, short-run strategies, and actions for attaining preset goals (Essays UK, 2018).
Analysis of Hewlett Packard
Former Chief Executive of Hewlett-Packard, Carly Fiorina, was responsible for positioning the company as the most wide-ranging global technological firm, selling all from printers and digicams to supercomputers. Unfortunately, her failed Compaq acquisition of 2002 ended in her being given the sack on 7th February, 2005. Walter Hewlett and other key shareholders had strongly contested this acquisition. Under Fiorina's management, the company unsuccessfully fought several organizations including IBM, EMC, Sony, and Dell. Currently, this eighty-billion-dollar firm struggles in all areas with the exception of its outstanding printing business.
Wall Street has, for months, contended that the company’s components would be better off independent than together. This was met with strong resistance by Fiorina and HP’s executive board. The company is struggling with enterprise computing, losing its servers market to IBM and Dell and its storage market to EMC. Fiorina’s sacking alone is not the solution. Imagine the loss of energy when Fiorina’s vision was strongly opposed, and when the founder was forced off the executive board. Though an able, strong-minded communicator, Fiorina lost/sacked several executives, strongly opposed strategic change, and herself made drastic modifications. She merged the company’s more-than-eighty independent business units and made a 4-division, centralized company, ultimately laying off several thousand employees. Lastly, she fought two cultures – Compaq and HP – and both resisted change.
So what was the cause of the failure of HP’s vision-based strategic planning? Corporate executives struggled to swiftly comprehend non-complementary and complementary skills, synergies, and plans, besides cultural variations. Outwardly, the failure may largely be attributed to lack of support and mistrust between executive team members, Fiorina and a few executive team members, the organization and its workforce, Fiorina and HP shareholders, and shareholders and board members. Furthermore, the workforce wasn’t loyal to their CEO, with some claiming her unsuccessful execution of her grand strategic plan was the cause for Fiorina’s sacking. An article in Business Week reports that Fiorina flouted three basic rules which CEOs have to abide by: placing the organization’s well-being first; prioritizing the organization over oneself; and knowing the organization inside out. Others maintain that she was unable to fully grasp the imminent effects of her strategic and structural transformation vision on corporate operations, and hold everyone including herself accountable (Advameg, 2019).



References
Advameg. (2019). Strategic planning failure. Retrieved from https://www.referenceforbusiness.com/management/Sc-Str/Strategic-Planning-Failure.html
Essays UK. (2018). Differences between strategic, tactical and operations planning. Retrieved from https://www.ukessays.com/essays/business/differences-between-strategic-tactical-and-operations-planning-business-essay.php?vref=1
Olsen, E. (2019). Internal and external analysis. Retrieved from https://onstrategyhq.com/resources/internal-and-external-analysis/