Progress Career Planning Institute
Strategic Analysis
Strategy Formulation
Analysis of Mission & Vision
Vision
Values
Services Portfolio
External Factor Evaluation Matrix
Porter's 5-Forces Analysis
Bargaining Power of Suppliers -- Medium
Bargaining Power of Buyers -- High
Threat of New Entrants - High
Competitive Rivalry -- Medium
Threat of Substitutes -- High
Internal Factors
SWOT Matrix
Strengths
Weaknesses
Opportunities
Threats
BCG Matrix
Strategy Implementation Draft
Measurable Objectives
Organizational Structure Proposed Objectives
Strategy Justification
Product Positioning Map
Strategy Evaluation
Balanced Score Card Categories
Financial Perspective
Customer Perspective
Internal Perspective
Learning and Growth
Conclusions
Works Cited
Executive Summary
The company being analyzed is known as PCPI, Progress Career Planning Institute which represents an organization that emerged from humble beginning in 1996. It has grown from strength to strength and has the ingredients to go for another 20 years; however, while it may have the ingredients, I am not sure of the current recipe will take it forward and it is reasonable to suspect that many aspects to the organizations strategy will be adjusted as the organization grows. This analysis has worked to explore the current structure of PCPI, its culture and challenges it faces to continue on a successful path. In uncovering the internal challenges of the structure, the work practices and products, this analysis will explore some solutions and recommendations on how PCPI can continue on an upward trajectory. It is further recommended that the company restructure its internal organization into cross-functional divisions and use a balanced scorecard approach to increase its market share and continue to diversify its service mix.
Strategy Formulation
Background Information
Progress Career Planning Centre (PCPC) opened its doors offering career assistance to clients in the Toronto East corridor in 1996 and became a privately incorporated not-for-profit in 1997. In response to the community's growing needs, four years later the Centre re-emerged as Progress Career Planning Institute with two distinctive divisions: Progress & Associates, a fee for service HR consulting practice catering to businesses; and Progress Career Planning Centre, an employment services option for individuals, funded by Service Canada. Progress & Associates was ultimately absorbed under the Institute's umbrella of core offerings, with a focus on generating alternative revenue streams to secure the organization's viability.
PCPI is located in Scarborough which is a densely-populated borough of Toronto. Scarborough is a popular destination for new immigrants to Canada to reside. As a result, Scarborough is one of the most diverse and multicultural areas of the Greater Toronto Area, being home to various religious groups and places of worship. (Scarborough, Toronto, 2017); hence the offers a range of programs to respond to the community needs. PCPI just celebrated their 20th year in existence last year with tributes to its founding members, three women who wanted to help people in their community. (20 Years of Progress, 2016).
Analysis of Mission & Vision
Currently, PCPI's mission is to offer career development services for people to realize their full potential by providing Career Development and HR business solutions, products and services designed to improve performance in a multicultural environment. A Board of Directors governs the organization, while approximately 20 staff members lend their skills to the day-to-day operations (including a team of external consultants dedicated to corporate services assignments). PCPI aligns career development with Cultural Intelligence enabling Canadian, Internationally Educated individuals, and organizations to achieve a higher level of employment and performance success.
Organizational development starts with acknowledging that there is a problem and the steps involved to address it. The manager has only been in place for one year and some efficiencies have been improved, however with the desertification level of employees and the only thing keeping them there is their pay cheques and the poor job market, this will keep eroding the advances made by the organization. Looking at the organization's values below and the inefficient structure it is impossible for the employees to work together when transparency is not practiced within the management portfolio or any checks and balances to help this to be achieved.
Mission
Offering career development services for people to realize their full potential
Vision
A successful community powered by working people
Values
1. Working together for Progress
2. Respect and value the diversity and uniqueness of our clients and the community.
3. Service with transparency, respect and adherence to Human Rights Code
4. Integrity and excellence in all our services
5. Accountability and commitment
The 2017 IPE conference will offer participants a wide range of personal and professional development sessions and workshops led by industry experts, successful IEPs and experienced facilitators. The Conference is now more sector-specific with sector hub sessions in the morning and the afternoon offering delegates more face time with employers and other key stakeholders. Learn from IEPs who share their career journey in Canada on the Successful IEP Panel.
Transitioning from Inform, Educate, Inspire and Engage in 2003 to Innovation, Collaboration and Cultural Intelligence in 2014 and taking another leap in 2016 to Leveraging Global Talent for Success in Canada in 2017.The IEP is a flagship event for PCPI and it takes centerstage on 3 March 2017 at the Metro Convention Centre in Toronto. It has platinum level sponsors like the University of Toronto and the Chartered Professional Accountants of Ontario (CPA) and Silver sponsors like the City of Toronto, Human Resources Professionals Association (HRPA), Northeastern University, Toronto and The Canadian Institute of Financial Planning; and WES (World Education Services) as a Strategic Partner. This is an impressive list of sponsors and reflect the value and importance of the IEP conference to their respective businesses.
External Factor Evaluation Matrix
Key Factor
Weight
Rating
Weighted Score
Unemployment Rate (Total Demand)
0.50
3
1.5
Exchange Rate (Export Markets)
0.10
3
0.3
Other Macroeconomic Factors
0.05
3
.15
Industry Competition
0.20
2
.4
Technological Development
0.15
4
.6
Total
1.0
2.95
Some of the external factors that were identified consist of the unemployment rate, other metrics related to employment and turnover, other economic factors, industry competition, and the level of technological development and innovation in the industry. The unemployment rate would represent approximately the number of job seekers available in the market, however if there are not positions from employers to be filled then this might not translate into job matching services. Yet, there is some diversity in the service offering and the company should be able to buffer trends in the employment cycle by adjusting its strategy accordingly. Other economic factors would include such factors as the exchange rate; when Canada has a favorable rate compared to USD, then this works to boost exports which represent approximately a third of all Canadian GDP.
Porter's 5-Forces Analysis
Bargaining Power of Suppliers -- Medium
Since this is primarily a service product mix, the suppliers will constitute the suppliers' category and likely have a range of other employment opportunities that they could pursue.
Bargaining Power of Buyers -- High
The service buyers have a wide range of different options that can help them in their job search with few, if any, switching costs.
Threat of New Entrants - High
There is a high threat of new entrants due to the fact that many services can now be offered online and without geographic restrictions. Furthermore, the are relatively low barriers to entry for smaller firms that specialize in a specific industry or community.
Competitive Rivalry -- Medium
There are many other resources that can help job seekers in general offered from a number of firms that both local and national. Furthermore, since more of the job selection process is being hosted online, there are a number of online venues that are in existence that have job ads or services. With that being said however, PCPI has crafted out some unique niches that help to buffer them from some sources of competition in their service mix and thus the overall competition level could be considered medium.
Threat of Substitutes -- High
There are many substitutes that are available for job seekers. For example, they could go back to school or drop out of the job market altogether. Also, they could use other types of job seeking resources such as do-it-yourself resume kits or other alternatives.
Internal Factors
SWOT Matrix
Strengths
• Established company with successful history
• Diversified portfolio
• Proprietary internal assets
Weaknesses
• Management limitations
• Structural issues
• Online presence
Opportunities
• Increase online presence
• Create local online service listings
• Reorganize structure
Threats
• New entrants
• Market volatility
• Stagnant growth potential
BCG Matrix
The overall market growth is predicted to remain fairly stagnate, but with some growth. As labor becomes more specialized and more mobile, many people transfer positions for a range of factors including promotions and professional development or even for personal reasons. Furthermore, there is likely to be more growth opportunities in some of the services like workshops and online opportunities. Furthermore, the market share in some of the more niche local services is relatively high. Therefore, the BCG matrix profile would be somewhere in the area between the stars and the cash cows which would indicate that that…
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