Discuss a Gap Analysis, Implementation and Audit in an OrganizationIntroductionGap analysis is an undertaking for identifying the steps to be carried out in progressing from a current situation to a cherished state of the future. It is also referred to as needs assessment, needs analysis, and need-gap analysis. It is founded on two queries; where do we want to be? And where are we? (Dorothy 1). If an organization or a company is not utilizing it current resources efficiently, it is most likely that it will perform or produce at a level under its capability.
It is a fact that an organization performs effectively if every needed company planning is carried out in advance. Regardless of what kind of business one operates, services offered to clients, the business of company or firm will run effectively merely when every planning is carried out on time with every resource available to be utilized. The performance of the organization solely relies on the way things are coordinated, managed, controlled, planned, communicated and planned from period to period. Continuity of business is paramount.
Those who run organization measure performance so as to evaluate weaknesses and strength and make alternations in assessment of responsibilities and workflow accordingly. During growth of an organization and flow of services from small entity to large entity, certain disasters or restrictions come up in between. All these develop a gap in performance. In order to eliminate or lower the gap, it is paramount to be equipped with particular procedure for gap analysis. The Purpose of Gap AnalysisThe gap analysis purpose is to pin point the gap between the required vision of the organization and the current baseline (Luis and Paraskakis 678).
In other words, firms use gap analysis to inquire all the hiccups in their operations. By this technique, organization determines whether the capital and resources are put into use in the most effective way. Most organizations place vision statement and baseline side by side in order to make the visual and conceptual comparison resulting to better characterization and identification of the gap. The queries put forward by the performance audit are difficult to answer though easy to ask.
Having articulated the strategic profile and envisioned its future, the strategies, the LOBs, and the culture needed to attain that future, the team responsible in planning must scrutinize as to where the organization currently stands on each of these. The gap between the current status of an organization and it cherished future is the gauge of how long it must move to reach where it desire to be. Those in the planning team, obviously, would desire such a journey to be both sweet and short. Nevertheless, the current location of the organization must be correctly evaluated before the details of the actual journey are put in place.
Reaching into consensus to agree about that location is actually hard. Asking for the location of an organization is much easier but evaluating its coordinates is even a much harder. In the applied strategic planning process, the performance audit is paramount. The purpose of the audit is to offer capability benchmark against which the set goals can be evaluated. Lack of effective performance audit could cause erroneous sense of security where an organization perceive that it is has more capability of attaining its goals than the actual truth on the ground.
This could actually be interpreted as a huge error in the process of developing strategic goals with a possibility of not achieving these goals. According to Luis and Paraskakis the aim of performance audit is to give the information for the gap analysis to be carried out so as to determine the degree to which the model of business strategy is workable and realistic (679).