Developing a Successful Subsidiary Strategy

Chapter 6Where We Do It: Analysing Our Environment

DOI: 10.4324/9781003425502-8

A limitation of both charter analysis and capability analysis as described in the previous two chapters is that these are largely introspective processes. Introspection has its benefits if by forcing ourselves to look from the outside-in we can uncover things that are too close for us to see from our normal day-to-day perspective. But no organisation has the luxury of working in a vacuum, so to fully understand the backdrop against which a strategy should be formulated we must also look from the inside-out, and in doing so critically assess the wider environment within which the subsidiary works – now and in the future. We will refer to this as the macro environment ...