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CMI Unit: 8002V1 – Collective Strategy Development

The CMI Unit 8002V1 - Collective Strategy Development focuses on the principles of collaborative strategy formulation and implementation across organisations and administrations. It highlights the significance of strategic alignment, cooperative planning, and joint decision-making to enhance organisational performance, resilience, and sustainability. This unit explores the essential methodologies and influencing factors behind collective strategy formation while addressing critical aspects such as political, social, ethical, and operational considerations.

By undertaking this unit, learners develop a profound understanding of how different organisations integrate their strategies to achieve common goals. The unit also emphasizes how external and internal factors impact strategic decisions, equipping learners with the expertise to lead the process of developing collective strategies effectively.

The course is particularly beneficial for senior managers, executives, and leaders who are involved in multi-organisational strategic planning. By mastering these principles, learners can contribute to the sustainability, competitiveness, and innovation of their respective organisations while fostering collaboration at national and international levels.

Unit Objectives

The main objectives of learning CMI Unit 8002V1 - Collective Strategy Development are:

• To equip learners with the ability to analyse and evaluate collective strategy and its significance in organisational success.
• To enable learners to understand the factors influencing collective strategy, including political, economic, cultural, and ethical considerations.
• To develop leadership skills necessary for formulating and implementing collective strategy across organisations.
• To examine the relationship between organisational and collective strategy and how they align with long-term goals.

Learning Outcomes

The significant learning outcomes of the unit 8002V1 - Collective Strategy Development are demonstrated below:

LO1: Be able to evaluate what is meant by collective strategy.

Learners will develop an understanding of the necessity of collaborative strategies and their role in modern organisational environments. The learning outcome focuses on analysing political, social, ethical, and operational needs that drive collective strategies between different entities. Learners will also explore methodologies for evolving these strategies both internally and externally, considering national and international collaborations. By attaining this outcome, learners will gain insight into future opportunities for enhancing collective strategic impact on organisations and stakeholders.

LO2: Be able to analyse and evaluate the factors that influence collective strategy.

This learning outcome focuses on identifying the key elements shaping collective strategy. Learners will define collective strategy and explore how it emerges from the policies of organisations and stakeholders. It also examines how diverse perspectives and priorities influence strategic decision-making. Additionally, the role of political, cultural, public interest, and media factors in shaping collective strategies will be discussed, ensuring learners can critically assess the complexities of a multi-stakeholder approach to strategic development.

LO3: Be able to lead the process of developing and formulating collective strategy.

This outcome equips learners with the ability to lead strategic development efforts by resolving tensions arising from cultural and ethical differences among contributing entities. The role of strategic intelligence in shaping collective strategies will also be explored. Learners will be encouraged to contribute original knowledge and innovative thinking to the strategy formulation process, ensuring a data-driven and future-oriented approach to collective planning.

LO4: Be able to describe the relationship between organisational and collective strategy.

Learners will analyse the differences between individual organisational strategies and collective strategies, understanding how these align or diverge. This outcome also covers the connection between the aspirations of collective strategies and the ethical, cultural, and operational objectives of various stakeholders. Additionally, learners will explore how different organisational philosophies and strategic methodologies impact both individual and collective change processes.

Assessment Criteria

The assessment criteria of CMI Unit 8002V1 - Collective Strategy Development are outlined below:

LO1: Be able to evaluate what is meant by collective strategy.

• 1.1 Analyse the political, social, ethical, and operational needs for common strategies between organisations and administrations.
• 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.
• 1.3 Identify the opportunities for the future development of collective strategies to enhance the impact on component organisations, administrations, and key stakeholders.

LO2: Be able to analyse and evaluate the factors that influence collective strategy.

• 2.1 Define what collective strategy is and consider how it is formed from the policies of the component organisations, administrations, and key stakeholders.
• 2.2 Analyse the impact of differing perspectives and priorities of contributing organisations, administrations, and stakeholders on the collective strategy.
• 2.3 Explain how collective strategy is influenced by political, global, public interest, media impact, social, cultural, and religious factors in the modern context.

LO3: Be able to lead the process of developing and formulating collective strategy.

• 3.1 Assess how to resolve tensions between the cultures and ethics of contributing organisations, administrations, and key stakeholders.
• 3.2 Evaluate how strategic intelligence is used to inform the development of collective strategy.
• 3.3 Contribute original knowledge and thinking to the formulation and development of collective strategy.

LO4: Be able to describe the relationship between organisational and collective strategy.

• 4.1 Analyse the differences between the aims and purposes of individual organisational strategy and collective strategy.
• 4.2 Discuss the links between the aspirations of the collective strategy and the ethical, cultural, and operational objectives of contributing organisations, administrations, and stakeholders.
• 4.3 Explain how exercising critical understanding of different organisational, philosophical, and methodological approaches to organisational strategy affects organisational and collective change.

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