The Plan should be a practical plan about how to implement action in response to the sustainability challenge, supported by a sound rationale based on understanding the organisational and wider context, and existing literature and cases.
It makes sense to use the Analysis Paper as the point of departure, describing how you will achieve the recommendations in that paper to bring about positive change.
Section 1: Rationale for the strategic plan
2,000 Words
This section should begin by clarifying the specific strategic aim of the Plan – a high level statement of what you want to achieve as a result of its implementation. This aim should reflect an outcome, not just an action or an output.
You should then draw together insights from the following, in order to identify a series of specific objectives, outlining how this strategic aim is to be achieved and informing the specific actions included in the Plan:
Literature and best practice on how change happens and the most effective levers for change, whether external to or inside your organisation.
A robust examination of your organisational context, including strengths, weaknesses, relevant systems and processes, available skills and resources, organisational culture and structures
Elements of the wider context relevant to the detailed ‘how’ of your Plan. This may include the interests and needs of stakeholders, and any competitive ‘forces’ i.e. things that might compete (for time, attention, resources)
The purpose of this section is for the audience to understand why you have proposed the specific actions outlines in your Plan as the best means of achieving your strategic aim.
Key Criteria
The levers for change considered should not simply default to generic ‘change management’ but should consider who and what needs to change and what levers will be most effective at influencing them. Levers will therefore be very particular to the strategic aim.
The rationale should justify your specific approach to change rather than why your strategic aim matters.
Section 2: Proposed Strategic Action Plan
1,500 words
This section comprises the actual Plan with specific, practical actions for the achievement of the objectives. It should be written in a format that can be understood without an oral presentation, but be in a ‘business’ format and style that could realistically be presented (with some minor refinement) within your organisation, using business language rather than reference to academic literature.
If it is a PowerPoint, then it must have detailed speaking notes added.
The Plan should start with a reiteration of the strategic aim and a very brief (1-2 sentence) summary of why this matters to the business and wider society. It will then include:
• Key actions (short, medium and longer term), actors and responsibilities
• Timelines and key milestones
• Mechanisms to track progress
• Assessment of cost and available resources
• Assessment of risks and potential barriers associated with the plan, for both the organisation and relevant stakeholders, and plans for managing these.
You should challenge yourself by considering what you could contribute personally to making it happen, e.g. bringing it to the attention of the senior leadership of the organisation.
Key Grading Criteria
The strategic aim and associated specific objectives are clearly stated, consistent throughout the paper, focused on a specific organisation / decision-making body, and appropriately ambitious.
The most effective levers for change have been identified and justified, having critically reviewed a range of relevant academic and practitioner theory (beyond oft-quoted models) from the literature.
There is a clear rationale, drawing on the literature, for how the specific objectives and actions in Plan itself have been selected, and are appropriate to the organisational context.
A range of specific actions are proposed, which are bold but realistic.
The actions chosen are likely to be effective in addressing the strategic aims in the context of this organisation.
The Plan demonstrates some innovation, originality or creativity.
Each action is accompanied by a specific actor(s) and key responsibilities.
Specific timelines and key milestones are provided for the proposed actions This may include a phased implementation with medium and long term actions, if short term transformational change is unlikely
Mechanisms for tracking progress are provided.
Resource implications have been assessed, including costs and likely sources of funding / assets / resources.
Risks and associated barriers associated with the Plan have been identified and assessed, for the organisation and relevant stakeholders, and plans for mitigation / management have been identified.
There is a process for monitoring and adaption/ corrective action.
Diagrams, figures, tables and appendices are used effectively within the text as appropriate.
Three areas of focus
– developing partnerships with suppliers of recycled and biodegradable resins
– implementing 100% renewable electricity consumption
– taking a leading role in consensus building within the industry.
Each area of focus will need a literature review and critical analysis of the literature as to why the approach selected is the preferable approach for this instance.
Last Completed Projects
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