The data used may be based on assumptions that later prove to be unfounded.
Pestel analysis 
The pace of change makes it difficult to anticipate the development and this may affect the organisation future

• It doesn’t provide solutions or offer alternative decisions.
• It can be subjective and based on assumptions that may not be valid.

• It may lead to a lack of creativity or innovation if the business relies too much on the analysis.
• It may create too much data that is difficult to make sense of or prioritize.
• Porter disadvantages :
• It only considers certain factors such as suppliers, consumers, substitutes and competitors, and ignores other factors such as technology, strategy or risk.
• It is backward-looking and may not reflect the current or future trends in the industry

• Sales, investment and employment have fallen sharply, and we are entering what will be the biggest recession in a generation.
• Firms report that over the period from April to June 2020, they expect sales to be on average 44% lower and investment 50% lower than they would otherwise have been.
• Overall uncertainty has risen sharply. 86% of firms report that the level of uncertainty facing their business is high or very high, up from 68% in March and 40% in February, making business planning very difficult.
• 77% of businesses indicate that they are continuing to trade, with little difference between the countries within the UK. Of those continuing to trade, 58% report that their turnover has decreased, while 30% report that their financial performance has not been affected.

• Industries that rely on personal interactions or travel have been hardest hit. This includes accommodation and food services, air travel, and non-food retail.
• Sales in the accommodation, food services, arts, entertainment and recreational services sectors are expected to be around 80% lower than normal in the second quarter of 2020.
• The fossil fuels production and distribution industries have also been severely affected as oil prices have fallen sharply.
• Producers and retailers of food and medical products, other healthcare-related services and research, and utilities have not been as badly hit as others.

• Industries that rely on personal interactions or travel have been hardest hit. This includes accommodation and food services, air travel, and non-food retail.
• Sales in the accommodation, food services, arts, entertainment and recreational services sectors are expected to be around 80% lower than normal in the second quarter of 2020.
• The fossil fuels production and distribution industries have also been severely affected as oil prices have fallen sharply.
• Producers and retailers of food and medical products, other healthcare-related services and research, and utilities have not been as badly hit as others.

• Sales, investment and employment have fallen sharply, and we are entering what will be the biggest recession in a generation.
• Firms report that over the period from April to June 2020, they expect sales to be on average 44% lower and investment 50% lower than they would otherwise have been.
• Overall uncertainty has risen sharply. 86% of firms report that the level of uncertainty facing their business is high or very high, up from 68% in March and 40% in February, making business planning very difficult.
• 77% of businesses indicate that they are continuing to trade, with little difference between the countries within the UK. Of those continuing to trade, 58% report that their turnover has decreased, while 30% report that their financial performance has not been affected.

• Industries that rely on personal interactions or travel have been hardest hit. This includes accommodation and food services, air travel, and non-food retail.
• Sales in the accommodation, food services, arts, entertainment and recreational services sectors are expected to be around 80% lower than normal in the second quarter of 2020.
• The fossil fuels production and distribution industries have also been severely affected as oil prices have fallen sharply.
• Producers and retailers of food and medical products, other healthcare-related services and research, and utilities have not been as badly hit as others.

• It requires the organization to do a lot of research and benchmarking, which makes it time-consuming.
• It only focuses on internal elements, while paying no attention to the external elements that may affect organizational performance.

1. Structure
2. Strategy
3. System
4. Shared Values
5. Skill
6. Style
7. Staff

1. Structure
2. Strategy
3. System
4. Shared Values
5. Skill
6. Style
7. Staff

1. Holistic Perspective: It provides a holistic view of an organization, considering multiple interrelated factors simultaneously.
2. Alignment: Helps in assessing and ensuring alignment between different components of an organization, promoting synergy and efficiency.
3. Diagnosis: Effective for diagnosing organizational problems, identifying areas of improvement, and planning for change.

1. Implementation Challenge: While it helps identify issues, it may not provide specific guidance on how to address them or implement changes effectively.
2. Limited Focus: Some important aspects of organizations, such as external factors (market conditions, competition), may not be explicitly addressed.
3. Time-Consuming: Conducting a comprehensive 7S analysis can be time-consuming, which may not be practical in fast-paced situations.

It is considered a longstanding theory with numerous organisations adopting the model over time

• It is a useful tool that can identify internal resources and competitive advantages.
• The VRIO Framework helps businesses identify the most effective and vital factors in establishing and sustaining a competitive edge. 

• The VRIO Framework cannot predict a business value and competitive edge over a long period.
• Smaller businesses find difficulties in identifying VRIO Framework elements. 

1. Resource Evaluation: VRIO helps organizations evaluate their internal resources and capabilities, allowing them to identify strengths and areas that need improvement.
2. Competitive Advantage Assessment: It helps organizations understand whether their resources and capabilities provide a sustainable competitive advantage in the market.
3. Focus on Core Competencies: It encourages organizations to focus on their core competencies and invest in resources that truly differentiate them.
4. Strategic Decision Making: VRIO aids in making informed strategic decisions, such as resource allocation, partnerships, and divestment.

1. Simplification: The framework oversimplifies the complexity of business strategy by primarily focusing on internal factors, ignoring external factors like market dynamics, competition, and regulatory changes.
2. Subjectivity: Assessments can be subjective, as different individuals within an organization may have varying opinions on the value and rarity of resources and capabilities.
3. Lack of Quantitative Analysis: VRIO is a qualitative tool, and it doesn't provide quantitative metrics for resource evaluation, making it challenging to compare resources objectively.
4. Dynamic Environment: The framework assumes that resources and capabilities remain constant over time, which may not be true in today's rapidly changing business environment.
5. Resource Interdependencies: It doesn't fully account for resource interdependencies, where the value of one resource may depend on the presence of another.
6. Limited Strategic Guidance: While it helps identify strengths and weaknesses, VRIO doesn't provide specific guidance on how to leverage or address them in a strategic plan.
7. Resource Mobility: It may not consider the mobility of resources, such as the ability of competitors to imitate or substitute them.

• Project overview: These reports usually provide an overview of the rest of the report by summarizing key information, such as milestones, project metrics and recommendations for the client. This may help them process the most important information before reviewing the details.

• Milestones: Client reports often provide information about milestones or benchmarks you've reached since the last report, which can help clients measure your progress toward the project goals. Benchmarks define your progress in relation to the timeline so you can relay if you're pacing yourself well.

• KPIs: These reports typically include information about key performance indicators (KPIs), which are measurable values to help evaluate the success of a project. For example, a marketing report might include KPIs like organic website traffic, click-through rate and lead-to-customer ratio.

• Metrics: Including additional metrics outside of important KPIs could help you give a more comprehensive view of your performance. Where KPIs help clients assess how well you're fulfilling specific goals, metrics show them how your work is doing in general.

• Budget: Many reports include information about the project budget. This section of the report can show clients how you're using the budget effectively to meet their goals for the project and how much money remains available.

• Recommendations: Most reports end with suggestions or recommendations for the client about the next steps in the project. This information can help you continue to work toward the client's goals.

• Starting a new improvement project.
• Developing a new or improved design of a process, product, or service.
• Defining a repetitive work process.
• Planning data collection and analysis in order to verify and prioritize problems or root causes.
• Implementing any change.

• What is the cause of the problem?
• What are the current standards and procedures regarding the specific process?
• What resources are needed to implement the proposed changes?
• What are the potential hindrances in achieving the project goals?
• What measures should be taken to address the problem?
• What is the ideal schedule/deadline to complete the implementation?
• What are the criteria for the project to be considered a success?

• What resources are needed to successfully implement the solutions?
• Would training be necessary in implementing the developed solutions?
• What other opportunities can be maximized?
• Is there an opportunity to measure the results more accurately?

• Exploring and testing multiple solutions in a small, controlled trial
• Avoiding waste by catching and adapting ineffective solutions before rolling them out on a large scale
• Implementing change and continuous improvement
• Implementing Total Quality Management or Six Sigma initiatives
• Developing or improving a process