SYDNEY - AussieJournal -- LCC Asia Pacific® today released PEST and SWOT for the CEO: Quiet Reflection, Being Brilliant At The Basics and Living Frameworks for Volatile Markets, the latest title in its CEO Guide series on strategy tools.

What the guide covers

Written for CEOs and Chairs, the guide sets out a method that fits inside the existing management cycle and needs no consultant, offsite or sixty-slide deck:

• Two external views. PEST of what is changing for the company, and SWOT of how the company is positioned.
• Decision-led scope. One decision, one market, written at the top of every page, so each version can be compared with the last.
• Two horizons, not one. A fuller list of what will bite inside twelve months and a deliberately shorter list of what the business must position for over two to three years. Nothing beyond three years goes on the page; longer-dated decisions are kept reversible instead.
• The quiet hour. Sixty to ninety minutes a month in which the CEO builds a private, dated ledger of judgement before any meeting.
• The simple strategic review. Half a day a quarter with the executive team, a three-part agenda and a one-page strategy register with owners, thresholds and review dates.
• Volatile markets. Six challenges that undermine static frameworks and the counter-practice for each, including triggers rather than forecasts, weaknesses written with their stressed consequence, and a ten-minute pre-mortem.

Comment

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Nicholas Assef, Founder & Managing Director at LCC Asia Pacific®, said: "PEST and SWOT are not just strategic tools learned in the classroom. They are two external views, taken on a date and compared over time. Written from the inside, a SWOT becomes self-description. Written from the outside, it becomes a statement of position that an acquirer, a lender or a competitor would recognise, and those three readers will form that view whether or not the CEO has formed it first."

"In volatile markets the static, annual version of these tools is useless and the dated, dynamic version is essential. A board with a dated record of its strategic assumptions is a markedly better counterparty, whether it is buying, selling, raising capital or defending an approach, because it can explain not only what it decided but what it believed at the time and why. That is what diligence, lenders and investors are testing."

Availability

PEST and SWOT for the CEO is published as an Open Briefing Edition and the 2 page executive summary is available from lccib.com. CEOs, Chairs and directors who would like a full version of the guide can contact clients@lccib.com.

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A cover image of the guide is available for media use on request.

About LCC Asia Pacific®

LCC Asia Pacific® is an investment banking, strategy and commercialisation firm with operations in Sydney, Singapore and New York. It works with CEOs, chairs and boards on strategy, valuation and the transactions that follow from them: capital raisings, acquisitions, divestments and strategic partnerships. The firm provides clients with the external view described in this guide, assisting CEOs and Boards of Directors to understand their current positioning and future opportunities in today's chaotic business environment.

ACN 105 807 645  |  AFSL 278 054