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CMI Unit: 8004V1 – Inter-organisational Strategic Direction

The main idea behind the unit 8004V1 – Inter-organisational Strategic Direction is to develop an in-depth understanding of how organisations collaborate strategically to achieve policy objectives. This unit explores the formulation, coordination, and implementation of inter-organisational strategies while considering economic, political, and social factors. Learners will gain knowledge of how partnerships influence strategic decision-making and how forecasting future trends impacts policy formulation.

This unit is highly significant for senior managers and leaders involved in inter-organisational collaborations. It equips learners with the necessary tools to analyse strategic alliances, manage conflicts between partners, and propose innovative solutions for strategic coherence. Additionally, learners will develop the ability to assess economic factors influencing policy coordination and evaluate strategic planning methods. By mastering these concepts, professionals can enhance their strategic decision-making capabilities and ensure the sustainability of inter-organisational partnerships.

The objectives of this unit include understanding how policy objectives are translated into strategic actions, assessing the role of key stakeholders, and evaluating the economic implications of strategic coordination. Learners will explore inter-organisational governance structures, stakeholder engagement, and forecasting methodologies to drive informed decision-making. Ultimately, this unit prepares professionals to develop and implement effective strategic frameworks that align with multi-organisational goals.

Unit Objectives

The main objectives of learning CMI unit 8004V1 – Inter-organisational Strategic Direction are:

• To equip learners with the knowledge required to develop and implement inter-organisational strategies effectively.
• To enable learners to assess the roles of relevant partners in shaping policy objectives and strategic direction.
• To enhance understanding of economic, political, and social factors influencing strategic decision-making.
• To provide insights into forecasting trends and their impact on inter-organisational strategies.

Learning Outcomes

The significant learning outcomes of the unit 8004V1 – Inter-organisational Strategic Direction are demonstrated below:

LO1: Be able to explain how policy objectives are translated into inter-organisational strategies.

This learning outcome focuses on understanding the relationship between different partners in policy development and strategic execution. Learners will evaluate the influence of economic, political, and social factors on inter-organisational strategies. Additionally, they will assess the role of national and international stakeholders in shaping policy frameworks. By mastering this outcome, learners will gain the ability to translate policy objectives into coherent inter-organisational strategies.

LO2: Be able to assess the roles of relevant partners in the formulation of inter-organisational strategy.

Learners will explore the policy positions of different partners and their impact on strategy formulation. This outcome focuses on managing conflicts of interest, proposing innovative solutions, and fostering collaborative working models. By achieving this learning outcome, learners will be able to balance stakeholder interests while ensuring strategic coherence and organisational integrity.

LO3: Be able to evaluate the impact of economic factors in the coordination of inter-organisational policy objectives and strategy.

This learning outcome emphasises the identification and assessment of economic drivers that influence policy and strategy. Learners will evaluate financial constraints, funding mechanisms, and economic fluctuations that impact strategic decision-making. Additionally, they will propose financial solutions to meet unexpected operational challenges while ensuring policy alignment.

LO4: Be able to assess the coherence of inter-organisational strategy, planning, and implementation.

Learners will critically analyse current theories and methods of inter-organisational strategic planning and implementation. They will propose innovative strategies to enhance communication, coordination, and operational execution. By mastering this learning outcome, learners will improve strategic alignment across organisations and drive sustainable growth.

LO5: Be able to forecast a future view of how trends and events can and will influence inter-organisational policy and strategy.

This outcome involves researching and analysing qualitative and quantitative data to identify trends affecting inter-organisational strategy. Learners will use forecasting models to predict future challenges and opportunities, ensuring proactive policy adaptation. Additionally, they will develop alternative solutions to enhance strategic resilience and responsiveness.

Assessment Criteria

The assessment criteria of the unit 8004V1 – Inter-organisational Strategic Direction are as follows:

LO1: Be able to explain how policy objectives are translated into inter-organisational strategies.

• 1.1 Review and assess the relationship between different partners in the development of policy and its impact on inter-organisational strategies.
• 1.2 Evaluate the contribution of economic, political, and social factors to the development of inter-organisational policy and strategy.
• 1.3 Assess and evaluate the role of domestic, national, and multi-national interests in the translation of policy into inter-organisational strategy.

LO2: Be able to assess the roles of relevant partners in the formulation of inter-organisational strategy.

• 2.1 Identify and evaluate the policy position of different partners involved in the development and implementation of inter-organisational strategy.
• 2.2 Evaluate tensions and conflicts of interest in the roles of different partners and propose innovative solutions to enhance relationships and outcomes to achieve a coherent output.
• 2.3 Develop models that support inter-organisational working and respect the integrity of partner organisations and their political, moral, social, and economic stance and differences.

LO3: Be able to evaluate the impact of economic factors in the coordination of inter-organisational policy objectives and strategy.

• 3.1 Identify and assess the key economic drivers of inter-organisational policy and strategy.
• 3.2 Evaluate the impact on existing policy and strategy commitments of the finance and funding of operational activities arising from new inter-organisational strategic and policy imperatives.
• 3.3 Propose and assess ways of funding unexpected operational activities that will need to meet inter-organisational policy and strategic commitments.

LO4: Be able to assess the coherence of inter-organisational strategy, planning, and implementation.

• 4.1 Review and critique current methods and theories of inter-organisational strategic planning and implementation.
• 4.2 Propose original and innovative alternatives to improve inter-organisational communication, coordination, strategic planning, and operational implementation, and evaluate their likely impact.

LO5: Be able to forecast a future view of how trends and events can and will influence inter-organisational policy and strategy.

• 5.1 Research and review authoritative, quantitative, and qualitative data and sources to identify relevant political, social, economic, technological, and moral trends that will likely affect short, medium, and long-term inter-organisational policy and strategy.
• 5.2 Use current concepts, theories, and methodologies to forecast likely future events that will affect and be affected by inter-organisational policy and strategy.
• 5.3 Propose alternative and innovative solutions that challenge received wisdom to achieve better outcomes from the process of inter-organisational policy and strategy formulation.

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