The PEON web software (Strategic Thinking for Orienting your Business) is a strategic meta tool which is composed in turn by other strategic tools. PEON does not offer answers about what is the best way forward in relation to the three types of generic strategies defined by Porter in 1980 (cost strategy, differentiation strategy or segmentation strategy) but it is a methodology to channel energy of the team; the direction you want to focus that energy is a thing of each particular team.
PEON aims to accommodate all stages of strategic thinking described by AECA1:
- Strategic thinking
- Strategic analysis
- Strategy formulation
- Strategic Programming
- Implementation and strategic control
- Resulting Strategy:
The object of PEON is possible to accommodate all stages of the strategic process, since all of them were present in the strategic decision making, and that, therefore, all together form the "Strategy made".
PEON addresses to different organizational units may be these:
- The entire organization as a whole.
- Or a subdivision of the organization, namely a SBU (Strategic Business Unit).
As the PEON purpose is to establish an Integrated Management System Strategy, PEON uses the following strategic resources:
1. SWOT analysis.
2. Matrix modified prioritization.
3. Gant Diagram
4. Balanced Scorecard.
5. Strategic Map
While all of these resources separately explained in other articles, we want to emphasize the model that inspired the structure of this tool: the Balanced Scorecard (BSC).
The BSC was created by Norton and Kaplan2 authors. This model forms the basis of the tool that structures the organization of the company (or Strategic Business Unit) in 4 basic business perspective (but upgradeable in fact Peon considered 6 basic perspectives) which in turn are subdivided into Groupers Strategic which group key indicators or KPI (key Performance Indicators).
This structure offered by the BSC feeds on data collected in the SWOT analysis. The content of this analysis the completion of other strategic elements will be derived.
The utility BSC strategic progress an organization has a large bibliographic3 backing in which the need to promote their greater penetration equipment companies in all sectors is described that due to idiosyncrasies characterized by resistance to change, would still stand widely.
The BSC has been considered as one of the most important contributions in management over the last 75 years 4.
1. AECA: Spanish Association of Accounting and Business Administration. Business Strategy Dynamic model of the strategic process. Madrid. 2005 AECA accessible online at: http://aeca.es/old/pub/documentos/po9.htm
2. Robert S Kaplan, David P Norton. The scorecard. 3rd edition. Barcelona. 2009 accessible internet: https://books.google.es/books?id=LuWJnzcagCMC&hl=es&source=gbs_navlinks_s
3. Ansoff Igor H. Strategic Management in business practice. USA 1997. Editorial Mexicana SA Alhambra. 2004.
4. Sibbet D (1997) 75 years of management ideas practices.1922-1997. Harvard Business Review. 75(5): 2-12. Internet accessible: