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A useful way to evaluate and analyze various business entities based on characteristics and the phase of the business development life cycle.Phases of Business Development
The Hay Group Strategic Issues Matrix provides a useful way to evaluate and analyze various business entities based on characteristics and the phase of the business development life cycle.
Note: normally this would be presented as a tabular matrix but is broken down by characteristic here due to formatting constraints.
| Style Characteristics | |
| Emergence | Limited delegation by strong leadership Variety of schemes are possible |
| Developmental | Highest degree of delegation and freedom supported |
| Mature | Delegative to controlled Flexibility in meeting fixed goals |
| Liquidation | Very limited delegation and freedom |
| Decision Making Characteristics | |
| Emergence | Formalized goals virtually nonexistent Information limited |
| Developmental | General goals exist More information for decisions |
| Mature | High degree off clarity Information based decisions |
| Liquidation | Rigid goals Information for control |
| Planning and Control Systems Characteristics | |
| Emergence | Informal, highly qualitative (milestone oriented) |
| Developmental | Capable of selling broad goals and measuring results (program oriented) |
| Mature | Supportive of careful goal setting and control (P & L oriented) |
| Liquidation | De-emphasize long term planning quantitative controls (balance sheet oriented) |
| Responsiveness to External Conditions Characteristics | |
| Emergence | Limited responsiveness at first, focus on establishing a position |
| Developmental | Highly responsive Adapt to market opportunities |
| Mature | Less responsiveness required due to decreasing rate of change in markets |
| Liquidation | Responsive but under very limited conditions |
| Integration and Differentiation Characteristics | |
| Emergence | High degree of differentiation among organization Integration at top |
| Developmental | Decreasing differentiation among units Integrative functions becoming more “local” to markets, products |
| Mature | Continuing decrease in differentiation Integration “local” |
| Liquidation | Low differentiation Integration at the top (corporate) |
| Leadership Characteristics | |
| Emergence | Entrepreneur, strong leader |
| Developmental | Entrepreneur / business manager |
| Mature | Sophisticated manager |
| Liquidation | Administrator, S O B |
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