CMI 8002V1 Task 1: Be able to evaluate what is meant by collective strategy.
AC 1.1 Analyse the political, social, ethical and operational needs for common strategies between organisations and administrations.
Collective strategy refers to the process of developing and implementing a shared strategy between multiple organisations or administrations. It involves aligning different entities’ goals, objectives, and resources towards a common purpose. The main purpose of collective strategy is to achieve mutual benefits that would be difficult or impossible to achieve alone. This approach is particularly useful in situations where individual organisations lack the necessary resources or expertise to tackle complex challenges.
There are several reasons why organisations and administrations may need to develop common strategies. Firstly, political imperatives may require different entities to work together towards a common goal. For instance, in the case of disaster management, different agencies may need to collaborate to provide relief services to affected populations. Secondly, there may be social needs that require collective action. For example, in the case of public health emergencies, different healthcare providers may need to collaborate to contain the spread of disease. Thirdly, ethical considerations may require organisations to work together to promote social justice or protect human rights. Finally, operational needs may require different entities to collaborate to improve efficiency or reduce costs.
In summary, collective strategy aligns the efforts of different organisations and administrations towards a common purpose, driven by political, social, ethical, and operational considerations.
AC 1.2 Identify methodologies by which collective strategy is evolved and developed internally within an organisation and externally on a national and international collaborative basis.
Several methodologies can be used to develop collective strategy internally within an organisation and externally on a national and international collaborative basis. Here are a few examples:
SWOT analysis: SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is a common tool used to identify internal and external factors that can impact the success of a strategy. This analysis can be conducted within an organisation or across multiple organisations to identify common opportunities and threats, as well as to leverage strengths and mitigate weaknesses.
Scenario planning: Scenario planning involves developing multiple plausible scenarios for the future and analysing the potential impacts on the organisation or organisations involved. This methodology can identify common challenges and opportunities and develop collective strategies to address them.
Delphi method: The Delphi method is a structured process involving soliciting feedback and input from diverse experts. This methodology can be used to develop a collective strategy by soliciting input from experts across multiple organisations or administrations.
Consensus building: Consensus building involves engaging stakeholders from multiple organisations in a collaborative process to develop a shared understanding of the problem and to identify common goals and objectives. This methodology can be used to develop a collective strategy that is widely supported and understood by all stakeholders.
Participatory action research: Participatory action research involves engaging stakeholders in a research process to develop a shared understanding of the problem and to identify potential solutions. This methodology can be used to develop a collective strategy grounded in all stakeholders’ needs and perspectives.
Joint planning sessions: Joint planning sessions involve bringing together representatives from multiple organisations to collaborate on the development of a common strategy. This methodology can be effective in developing a collective strategy that reflects the needs and perspectives of all stakeholders involved.
Overall, the choice of methodology will depend on the specific needs and context of the organisations or administrations involved in the collective strategy development process.
AC 1.3 Identify the opportunities for the future development of collective strategies so as to enhance the impact on the component organisations, administrations and key stakeholders. There are several opportunities for the future development of collective strategies that can enhance the impact on the component organisations, administrations, and key stakeholders. Some of these