Identify the anticipated environmental pressures (internal and external) on the organization that required changes to its current strategic and operational plans.

When a business is planning for its future, it must take into account both internal and external environmental pressures. Internal pressures refer to those that come from within the organization, while external pressures refer to those that come from outside sources such as competitors, government regulations or economic conditions. Identifying and responding to these pressures can help ensure the success of an organization’s current strategic and operational plans.

Identify the anticipated environmental pressures (internal and external) on the organization that required changes to its current strategic and operational plans.

The primary external pressure comes from competitors. Organizations must be aware of their rivals’ strategies in order to stay ahead in the marketplace; this requires research into their products or services offered, marketing techniques used, new technologies developed, etc. Companies should also keep up with industry trends so they have an accurate understanding of how customers prefer to buy their goods or services. This knowledge allows them to adjust their own approaches accordingly in order to remain competitive and profitable.

Government regulations are another type of external pressure that organizations must plan for when creating their strategic and operational plans. Depending on what industry they operate in, companies may need to comply with various rules regarding employment practices or product standards set forth by local authorities or national governments alike (e.g., minimum wage laws). Failing to adhere to these regulations could not only lead to costly fines but also damage an organization’s reputation among customers and other stakeholders if news were made public about any violations committed against applicable laws affecting the public good. Therefore, businesses should always strive towards staying compliant with all relevant statutes when it comes time for implementing changes at their workplace(s).

Economic conditions are yet another factor that organizations must consider when devising new strategic plans as well as adjusting existing ones; downturns can affect demand for certain industries’ goods/services whereas upturns may increase competition due too many would-be suppliers entering a particular market leading prices down substantially (supply & demand economics 101!). To prepare for such scenarios, companies should run scenarios analyses based on different economic climates so they can be better prepared whatever happens next – whether it be securitizing debt instruments through derivatives contracts during recessionary periods or expanding into foreign markets during boom times (in pursuit of higher profits!) – either way having some sorta ‘plan b’ often proves invaluable!

Finally –– there are internal pressures which come from within the organization itself – i.e., management decisions related strategy formulation/execution processes (i.e., who has ultimate decision-making authority over which direction company should take?), resource allocation across departments (what projects get prioritized over others?), hiring/firing tactics used by HR team etc… All aforementioned dynamics require constant monitoring & tweaking based on ongoing feedback loops garnered throughout life cycle development phases – whether via customer surveys gauging satisfaction levels w/ respective services/products being sold OR measuring employee morale indices disguised as official exit interviews completed upon employees termination dates…. Without proper alignment between organizational objectives & individual goals – organizational progress will inevitably suffer leading potentially disastrous results down road thus requiring timely interventions spearheaded most likely by upper echelon managers tasked w/ ameliorating state affairs….

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