SEC MARY
Case2
Remote environment- PESTEL
Industry environment-five forces
Internal environment- strategic driver (industry/market, product/service, customer, channel, competitive advantage), operational driver, (cost, revenue, growth), people and organizational driver (structure, skill, capability), SWOP analysis and GAP analysis
Product/market development
Strategic development
Vision: SEC aims to act as an agency that was high functioning, agile and intelligent, and committed to investor protection and market integrity, which is really critical to the success of economy.
Mission: Restoring SEC’s vigour and credibility within the financial regulatory community as an agency and assessing what went wrong and to ensure it did not happen again.
Value: vigor, credibility, high functioning, agile, intelligent, commitment, integrity.
Goal: Financial Customer Internal process Learning and growth
Mary set up three strategic themes to pursue, the operational levers, people and organization levers that assisted in achieving those options.
Strategic option (industry/market, product/service, customer, channel, competitive advantage)
(a) Assessing what needed to be done within the organization
(1) SEC invested funds to restructure SEC’s largest division, get staff trained and qualified, recruit analysts etc. (2) Schapior recruited analysts and people who understood trading, market structure, corporate governance and a whole range of skill sets that would be important for the future. (3)she restructure the SEC’s largest division-“to make this regulator more responsive, more agile and clever and capable of seeing around corner to figure out where the next problems were before they hit us in the face”. (3)Schapiro leveraged the SEC talent by bringing in new constructive leadership. (4) Staffs were sent to qualify as certified fraud examiner; a whole layer of management was removed and was reassigned to the front line. (5) Specialized units was set up to
Remote environment- PESTEL
Industry environment-five forces
Internal environment- strategic driver (industry/market, product/service, customer, channel, competitive advantage), operational driver, (cost, revenue, growth), people and organizational driver (structure, skill, capability), SWOP analysis and GAP analysis
Product/market development
Strategic development
Vision: SEC aims to act as an agency that was high functioning, agile and intelligent, and committed to investor protection and market integrity, which is really critical to the success of economy.
Mission: Restoring SEC’s vigour and credibility within the financial regulatory community as an agency and assessing what went wrong and to ensure it did not happen again.
Value: vigor, credibility, high functioning, agile, intelligent, commitment, integrity.
Goal: Financial Customer Internal process Learning and growth
Mary set up three strategic themes to pursue, the operational levers, people and organization levers that assisted in achieving those options.
Strategic option (industry/market, product/service, customer, channel, competitive advantage)
(a) Assessing what needed to be done within the organization
(1) SEC invested funds to restructure SEC’s largest division, get staff trained and qualified, recruit analysts etc. (2) Schapior recruited analysts and people who understood trading, market structure, corporate governance and a whole range of skill sets that would be important for the future. (3)she restructure the SEC’s largest division-“to make this regulator more responsive, more agile and clever and capable of seeing around corner to figure out where the next problems were before they hit us in the face”. (3)Schapiro leveraged the SEC talent by bringing in new constructive leadership. (4) Staffs were sent to qualify as certified fraud examiner; a whole layer of management was removed and was reassigned to the front line. (5) Specialized units was set up to