Eskom
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY
2. INTRODUCTION
3. STRATEGIC MANAGEMENT PROCESS IN ESKOM
3.1 Methodology of Review
3.2 Management Process
3.2.1 Environmental Analysis
3.2.1.1 Comments
3.2.2 Vision Statement
3.2.2.1 Communication
3.2.2.2 Values
3.2.2.3 Comments
3.2.3 Objectives
3.2.3.1 Short Term Priorities
3.2.3.2 Medium and Long Term Priorities
3.2.3.3 Comments
3.2.4 Crafting of the Strategy
3.2.4.1 Comments
3.2.5 Implementation
3.2.5.1 Comments
3.2.6 Monitoring
3.2.6.1 Comments
4 RECENT CHANGES IN THE STRATEGY
4.1 Factors Which Led to Changes in the Strategy
4.2 Results and Expected Results
5. ESKOM INVESTMENT STRATEGY INTO THE FUTURE
6. RECOMMENDATIONS ON STRATEGIC ACTIONS AND CONTROLS NEEDED
8.1. Revenue Management
8.2. Benchmarking
8.3. Outsourcing
8.4. African Collaboration
7. REFERENCES
8. ANNEXURES
1. EXECUTIVE SUMMARY
The aim of the assignment is to:
consider the strategic management of an organization of choice and comment on the process and evaluate its effectiveness;
discuss the changes made over the last five years and how they took place, and the factors that led to the changes in strategy; and also the results of changes in the strategy;
extrapolate into the next five years in order to identify the organization's abilities for attaining a competitive advantage through their strategy.
recommend strategic actions required to be implemented, referring to necessary controls.
This product is a review of the strategic management process in Eskom Holdings, which is the organization that the group preferred. Eskom is an established company in South Africa with an illustrious history in the role it has played in growing the SA economy since its founding in 1923.
This paper has been confined to the changes introduced in the period after the year 2001 until today. The major objective of government with these changes government was targeting at cutting costs and bringing standardization in the tariff structure.
Eskom is
1. EXECUTIVE SUMMARY
2. INTRODUCTION
3. STRATEGIC MANAGEMENT PROCESS IN ESKOM
3.1 Methodology of Review
3.2 Management Process
3.2.1 Environmental Analysis
3.2.1.1 Comments
3.2.2 Vision Statement
3.2.2.1 Communication
3.2.2.2 Values
3.2.2.3 Comments
3.2.3 Objectives
3.2.3.1 Short Term Priorities
3.2.3.2 Medium and Long Term Priorities
3.2.3.3 Comments
3.2.4 Crafting of the Strategy
3.2.4.1 Comments
3.2.5 Implementation
3.2.5.1 Comments
3.2.6 Monitoring
3.2.6.1 Comments
4 RECENT CHANGES IN THE STRATEGY
4.1 Factors Which Led to Changes in the Strategy
4.2 Results and Expected Results
5. ESKOM INVESTMENT STRATEGY INTO THE FUTURE
6. RECOMMENDATIONS ON STRATEGIC ACTIONS AND CONTROLS NEEDED
8.1. Revenue Management
8.2. Benchmarking
8.3. Outsourcing
8.4. African Collaboration
7. REFERENCES
8. ANNEXURES
1. EXECUTIVE SUMMARY
The aim of the assignment is to:
consider the strategic management of an organization of choice and comment on the process and evaluate its effectiveness;
discuss the changes made over the last five years and how they took place, and the factors that led to the changes in strategy; and also the results of changes in the strategy;
extrapolate into the next five years in order to identify the organization's abilities for attaining a competitive advantage through their strategy.
recommend strategic actions required to be implemented, referring to necessary controls.
This product is a review of the strategic management process in Eskom Holdings, which is the organization that the group preferred. Eskom is an established company in South Africa with an illustrious history in the role it has played in growing the SA economy since its founding in 1923.
This paper has been confined to the changes introduced in the period after the year 2001 until today. The major objective of government with these changes government was targeting at cutting costs and bringing standardization in the tariff structure.
Eskom is