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    \vspace{-2pt}\large{\bf{\textcolor{DarkBackground}{\textrm{Strategy and Structure Cheat Sheet}}}} \\
    \normalsize{by \textcolor{DarkBackground}{studybuddy} via \textcolor{DarkBackground}{\uline{cheatography.com/143392/cs/32291/}}}
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  \vspace{-2pt}studybuddy \\
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  \mymulticolumn{1}{p{5.377cm}}{\bf\textcolor{white}{Cheat Sheet}}  \\
   \vspace{-2pt}Published 13th November, 2023.\\
   Updated 13th November, 2023.\\
   Page {\thepage} of \pageref{LastPage}.
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  Measure your website readability!\\
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\begin{multicols*}{3}

\begin{tabularx}{5.377cm}{X}
\SetRowColor{DarkBackground}
\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{What is business}}  \tn
% Row 0
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\mymulticolumn{1}{x{5.377cm}}{what business an organisation wants to be and how it is going to get there} \tn 
% Row Count 2 (+ 2)
% Row 1
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\mymulticolumn{1}{x{5.377cm}}{taking decisions which allow an organisation to achieve a sustainable competitive advantage over the long term (Henry, 2021)} \tn 
% Row Count 5 (+ 3)
\hhline{>{\arrayrulecolor{DarkBackground}}-}
\end{tabularx}
\par\addvspace{1.3em}

\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Strategy formulation (emergent)}}  \tn
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\mymulticolumn{2}{x{5.377cm}}{strategy formulation emergent is the process of using available knowledge to document the intended direction of a business} \tn 
% Row Count 3 (+ 3)
% Row 1
\SetRowColor{white}
the Rationalist School (Kenneth Andrews and Igor Ansoff) & an organisation needs to match its strengths and weaknesses which derive from its resources and competencies with the needs of its business environment; formal, systematic approach; achieved using tools such as SWOT \tn 
% Row Count 14 (+ 11)
% Row 2
\SetRowColor{LightBackground}
the Learning School & successful businesses pursue strategies that are opportunistic and adaptive; Mintzberg and Waters suggest 3 approaches to strategy: intended, realised,emergent; "Strategy comes about as a result of a process of learning" (Henry); strategic drift \tn 
% Row Count 27 (+ 13)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{YIP's global drivers}}  \tn
% Row 0
\SetRowColor{LightBackground}
\mymulticolumn{2}{x{5.377cm}}{internal businesses trade in one or more countries} \tn 
% Row Count 1 (+ 1)
% Row 1
\SetRowColor{white}
\mymulticolumn{2}{x{5.377cm}}{global businesses complete across the globe set up subsidiaries across the globe} \tn 
% Row Count 3 (+ 2)
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\SetRowColor{LightBackground}
George Yip's framework helps a business determine which parts of an industry can be considered global or not, enabling managers to be able to determine a global strategy by reviewing four key global drivers: & market drivers (who are customers, what are implications); cost drivers (economies of scale + economies of scope); government drivers; competitive drivers \tn 
% Row Count 14 (+ 11)
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Porter's 5 forces}}  \tn
% Row 0
\SetRowColor{LightBackground}
\mymulticolumn{2}{x{5.377cm}}{powerful tool used to analyse the competitiveness of an industry} \tn 
% Row Count 2 (+ 2)
% Row 1
\SetRowColor{white}
helps businesses determine the profitability of the industry and main factors that can impact upon it & once businesses understand this, they are then able to determine strategies to improve profitability \tn 
% Row Count 8 (+ 6)
% Row 2
\SetRowColor{LightBackground}
threat of new entrants & if new entrants move into an industry they will gain market share and rivalry will intensify; the position of existing firms is stronger if there are barriers to entering the market; if barriers to entry are low then the threat of new entrants will be high, and vice versa \tn 
% Row Count 22 (+ 14)
% Row 3
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bargaining power of suppliers & if the supplier forces up the price paid for inputs, profits will be reduced \tn 
% Row Count 26 (+ 4)
% Row 4
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bargaining power of customers & powerful customers are able to exert pressure to drive down prices \tn 
% Row Count 30 (+ 4)
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Porter's 5 forces (cont)}}  \tn
% Row 5
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threat of substitute products & if there are substitutes to a firm's product, they will limit the price that can be charged and will reduce profits; customer loyalty and availability will limit the extent of this threat \tn 
% Row Count 10 (+ 10)
% Row 6
\SetRowColor{white}
intensity of rivalry & competitive  rivalry will be higher in an industry with many current and potential competitors \tn 
% Row Count 15 (+ 5)
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Organisational charts}}  \tn
% Row 0
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\mymulticolumn{2}{x{5.377cm}}{Weber suggested managers structure their organisations carefully and show their structure using organisational charts.  He suggested this in part to reduce nepotism. Weber pursued the internal process management model – bureaucracy – lots of rules} \tn 
% Row Count 6 (+ 6)
% Row 1
\SetRowColor{white}
show & lines of authority/chains of command; subdivisions/functional areas or departments; levels and tasks; spans of control;  roles, responsibility and accountability; channel of communication; specialisation \tn 
% Row Count 12 (+ 6)
% Row 2
\SetRowColor{LightBackground}
\mymulticolumn{2}{x{5.377cm}}{Henry Fayol's Scalar Chain within his 14 Principles of Management suggested organisations should be structured, and this should be depicted through an organisational chart} \tn 
% Row Count 16 (+ 4)
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Structuring organisations}}  \tn
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\seqsplit{centralised} & occurs where senior management make most decisions in the organisation \tn 
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\seqsplit{decentralised} & occurs when lower level or non-managerial employees make decisions as opposed to senior managers \tn 
% Row Count 7 (+ 4)
% Row 2
\SetRowColor{LightBackground}
\seqsplit{formalised} & is in place where organisations use written or electronic documents to direct and control employees, rather than a friendly chat \tn 
% Row Count 12 (+ 5)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
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\begin{tabularx}{5.377cm}{x{2.09034 cm} x{2.88666 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Porter's value chain}}  \tn
% Row 0
\SetRowColor{LightBackground}
\mymulticolumn{2}{x{5.377cm}}{higher the added value, the more competitive and profitable the organisation becomes} \tn 
% Row Count 2 (+ 2)
% Row 1
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\mymulticolumn{2}{x{5.377cm}}{model focuses on systems with customers at its centre} \tn 
% Row Count 4 (+ 2)
% Row 2
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focuses on primary activities & production; maintenance; sales; supporting activities; any area that does not add value needs to be restructured \tn 
% Row Count 9 (+ 5)
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{Business entities}}  \tn
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\mymulticolumn{1}{x{5.377cm}}{sole trader} \tn 
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% Row 1
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\mymulticolumn{1}{x{5.377cm}}{partnership + LLP} \tn 
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\mymulticolumn{1}{x{5.377cm}}{private/public limited company} \tn 
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\mymulticolumn{1}{x{5.377cm}}{social enterprises} \tn 
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\mymulticolumn{1}{x{5.377cm}}{franchise} \tn 
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% Row 5
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\mymulticolumn{1}{x{5.377cm}}{legal framework determines who shares in the profits and losses, how tax is paid, and the legal liability} \tn 
% Row Count 8 (+ 3)
\hhline{>{\arrayrulecolor{DarkBackground}}-}
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Agile organisations}}  \tn
% Row 0
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\mymulticolumn{2}{x{5.377cm}}{a company whose structure, policies, and capabilities have been designed to enable employees to quickly respond to changing environments} \tn 
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\SetRowColor{white}
why adopt agile techniques & globalisation; IT and digital development; economy changes; value of human resources; environmental concerns; ethical influences; political change; lifestyle trends; marketing evolvement; legal change; faster product delivery; operational efficiencies; culture issues; necessity to react; strategic development; core competence; pandemic \tn 
% Row Count 20 (+ 17)
% Row 2
\SetRowColor{LightBackground}
traditional structures are replaced by flatter structures, formal working practices and relationships are replaced by new ones with wider reporting lines and new ways of working & flatter structures encourages innovation and engagement \tn 
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% Row 3
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\mymulticolumn{2}{x{5.377cm}}{performance replaces presenteeism} \tn 
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\vfill
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Agile organisations (cont)}}  \tn
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\mymulticolumn{2}{x{5.377cm}}{high level of trust placed on employees} \tn 
% Row Count 1 (+ 1)
% Row 5
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\mymulticolumn{2}{x{5.377cm}}{agile organisations succeed if the business culture supports the change} \tn 
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\SetRowColor{LightBackground}
features of agile working practices & efficient use of technology; productive working environment; team working; recognition and use of skills; flexible practices; career development; enrichment; less constraints; empowerment; more remote working; workers autonomy; talent acquisition and retention; job satisfaction; reduced operating costs; motivated staff; lean production; social interaction; career development; efficient space management \tn 
% Row Count 24 (+ 21)
% Row 7
\SetRowColor{white}
benefits of agile organisations & manage and prosper in complex environments; talent to quickly identify threats and identify business opportunities; innovative in product/service creation, but also in creating value; increased business value; long-term approach to business; establishes sustainability \tn 
% Row Count 38 (+ 14)
\end{tabularx}
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\vfill
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Agile organisations (cont)}}  \tn
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drawbacks of agile organisations & change cannot happen overnight; there must be commitment at all levels; culture is long established and can be a significant barrier; not everyone will buy into the agile concept; benefits may not be clearly measurable and can be very subjective; staff may need to be educated and trained regarding agile processes \tn 
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\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{What is a competitive strategy}}  \tn
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\SetRowColor{LightBackground}
how a business intends to achieve a competitive advantage in its market & competitive advantage is the configuration of an organisations activities which enable it to meet consumer needs better than its rivals (Henry, 2021) \tn 
% Row Count 8 (+ 8)
% Row 1
\SetRowColor{white}
\mymulticolumn{2}{x{5.377cm}}{competitive strategy is about being different; it means deliberately choosing a different set of activities to deliver a unique mix of value (Porter, 1966)} \tn 
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\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
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\begin{tabularx}{5.377cm}{p{0.4977 cm} p{0.4977 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Strategy loop}}  \tn
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\mymulticolumn{2}{x{5.377cm}}{just like the Kolb's learning loop} \tn 
% Row Count 1 (+ 1)
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\mymulticolumn{2}{x{5.377cm}}{managers make adjustments based on experience} \tn 
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\mymulticolumn{2}{x{5.377cm}}{volatile markets offer opportunities and threats, but they are unpredictable so planning is difficult} \tn 
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\mymulticolumn{2}{x{5.377cm}}{"every strategy is a work in progress that is subject to revision in light of ongoing interactions between the organisation and its environment" (Sull, 2007)} \tn 
% Row Count 9 (+ 4)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
\par\addvspace{1.3em}

\begin{tabularx}{5.377cm}{p{0.4977 cm} p{0.4977 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{3 levels of strategy}}  \tn
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\mymulticolumn{2}{x{5.377cm}}{Corporate-level strategy} \tn 
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\mymulticolumn{2}{x{5.377cm}}{Business-level strategy} \tn 
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\mymulticolumn{2}{x{5.377cm}}{Operational strategies} \tn 
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\hhline{>{\arrayrulecolor{DarkBackground}}--}
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\begin{tabularx}{5.377cm}{x{1.74195 cm} x{3.23505 cm} }
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{mechanistic and organic organisations}}  \tn
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Burns \& Stalker (1961) & links to Quinn's Competing Values Framework \tn 
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Mechanistic & tall organisations; inflexible; often bureaucracies; fixed roles and rules; emphasis is around control; main goal is efficiency, but are these businesses efficient? \tn 
% Row Count 9 (+ 7)
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\SetRowColor{LightBackground}
Organic & flatter organisations; fewer rules; decentralised; flexible bottom-up; employees involved more in decision-making process; human relations model \tn 
% Row Count 15 (+ 6)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
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\begin{tabularx}{5.377cm}{x{1.84149 cm} x{3.13551 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{PESTLE analysis}}  \tn
% Row 0
\SetRowColor{LightBackground}
Political & competition policy; industry regulation; government spending and tax policies; business policy and incentives \tn 
% Row Count 5 (+ 5)
% Row 1
\SetRowColor{white}
Economic & interest rates; consumer spending and income; exchange rates; business cycle (GDP) \tn 
% Row Count 9 (+ 4)
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\SetRowColor{LightBackground}
Social & demographic change; impact of pressure groups; consumer tastes and fashions; changing lifestyles \tn 
% Row Count 13 (+ 4)
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\SetRowColor{white}
Technological & disruptive technologies; adoption of mobile technology; new production processes; big data and dynamic pricing \tn 
% Row Count 18 (+ 5)
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\SetRowColor{LightBackground}
Legislation & employment law; minimum/living wage; health and safety laws; environmental legislation \tn 
% Row Count 22 (+ 4)
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\SetRowColor{white}
Ethical + environmental & sustainability; tax practices; ethical sourcing; pollution \& carbon emissions \tn 
% Row Count 26 (+ 4)
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\mymulticolumn{2}{x{5.377cm}}{must be relevant and personal to the organisation} \tn 
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useful when done well & quite often done badly \tn 
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\end{tabularx}
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\begin{tabularx}{5.377cm}{x{1.34379 cm} x{3.63321 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Porter's generic strategies}}  \tn
% Row 0
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Kay's RAI & distinctive capabilities; unique to each business; critical for establishing competitive advantage \tn 
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% Row 1
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cost \seqsplit{leadership} & striving to be lowest-cost provider in market; increased profit with market level prices/increase market share with lower prices \tn 
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\SetRowColor{LightBackground}
\seqsplit{differentiation} & involves a business operating in a amass market but adopting a unique position; usp may mean premium price; easy to copy \tn 
% Row Count 14 (+ 5)
% Row 3
\SetRowColor{white}
focus & targeting a narrow range of customers; closely aligned to niche marketing; cost focus/differentiation focus \tn 
% Row Count 18 (+ 4)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
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\begin{tabularx}{5.377cm}{x{1.9908 cm} x{2.9862 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Liability}}  \tn
% Row 0
\SetRowColor{LightBackground}
limited liability company & a business that is owned by its shareholders, run by directors and,most importantly, where the liability of shareholders for the debts of the company is limited; business is a separate entity to the shareholders of a business; investors can only lose the money they have invested and no more \tn 
% Row Count 13 (+ 13)
% Row 1
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unlimited liability company & owner is liable for the debts run up in trading \tn 
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\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
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\begin{tabularx}{5.377cm}{x{1.59264 cm} x{3.38436 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Ansoff's Matrix}}  \tn
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\mymulticolumn{2}{x{5.377cm}}{gives managers options to achieve growth using one of more of the strategies suggested} \tn 
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% Row 1
\SetRowColor{white}
market penetration & business aims to sell existing products into existing markets; aims to increase market share by reducing price, increasing advertising or improving distribution \tn 
% Row Count 8 (+ 6)
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\SetRowColor{LightBackground}
market development & business aims to sell existing products into new markets; businesses retain existing markets whilst moving into new markets by altering products or developing new ones \tn 
% Row Count 15 (+ 7)
% Row 3
\SetRowColor{white}
product development & business aims to sell new products into existing markets; exploits existing customer base \tn 
% Row Count 19 (+ 4)
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\seqsplit{diversification} & business aims to sell new products in new markets; horizontal and vertical integration; very risky \tn 
% Row Count 23 (+ 4)
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\mymulticolumn{2}{x{5.377cm}}{businesses can pursue more than one strategy at any one time} \tn 
% Row Count 25 (+ 2)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
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\begin{tabularx}{5.377cm}{x{2.09034 cm} x{2.88666 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Different structures}}  \tn
% Row 0
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entrepreneurial structures & centralised structure revolves around founder of business; founder makes all decisions; employees may not have clearly defined roles and will work long hours; flexibility a strength \tn 
% Row Count 8 (+ 8)
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traditional (tall) structures & narrow spans of control; long chain of command; more promotional opportunities; functional structure \tn 
% Row Count 13 (+ 5)
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flat structures & middle layer (middle managers) removed; based around teamwork and collaboration; open culture; wide spans of control; short chain of command; respond faster to market changes; innovative; manager overload; lack of promotion opportunities; lack of close supervision may lead to poor decision making so a drop in productivity \tn 
% Row Count 28 (+ 15)
% Row 3
\SetRowColor{white}
matrix structures & combines functional and divisional structure; occurs when projects run; attempt to  increase organisational flexibility and meet needs of rapidly changing market; those involved have two bosses; can be productive and break down silos; may place more pressure and conflict on team members; may create role incompatibility; may create role ambiguity \tn 
% Row Count 44 (+ 16)
\end{tabularx}
\par\addvspace{1.3em}

\vfill
\columnbreak
\begin{tabularx}{5.377cm}{x{2.09034 cm} x{2.88666 cm} }
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Different structures (cont)}}  \tn
% Row 4
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networks & outsourced activities controlled by a central hub, organisations that outsource all activities other than central capabilities are called hollow organisations; core capabilities retained centrally; where manufacturing is outsourced; organisations are known as modular organisations useful in fast moving industries; flexible; need to agree and understand goals \tn 
% Row Count 16 (+ 16)
% Row 5
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virtual organisation & employees physically dispersed; organisations need to be flexible and responsive to change; customisation and personalisation key features; cost effective; less risky; collaboration of other organisations to form a virtual organisation developing products/services; no hierarchal relationship; made possible by technological advances; useful if dynamic and globalised markets \tn 
% Row Count 33 (+ 17)
\end{tabularx}
\par\addvspace{1.3em}

\vfill
\columnbreak
\begin{tabularx}{5.377cm}{x{2.09034 cm} x{2.88666 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Different structures (cont)}}  \tn
% Row 6
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holacracy & an organisation that focuses on autonomy and self-governance; employees are not told how to work but belong to voluntary groups who listen to new ideas or problems and come up with solutions together; decision making by everyone rather than a line manager/HR manager; engagement and motivation increases as employees experience autonomy, mastery and meaning (Daniel Pink); originated from anti-totalitarian political writer Arthur Koestler \tn 
% Row Count 20 (+ 20)
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\end{tabularx}
\par\addvspace{1.3em}

\begin{tabularx}{5.377cm}{x{2.04057 cm} x{2.93643 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Organisational life cycle}}  \tn
% Row 0
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creation \seqsplit{(non-bureaucratic)} & few staff; few written rules; few formalised processes \tn 
% Row Count 3 (+ 3)
% Row 1
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young \seqsplit{(pre-bureaucratic)} & growth and expansion; more staff; rules and guideline established \tn 
% Row Count 6 (+ 3)
% Row 2
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mid-life (bureaucratic) & becoming large in market; many rules; many hires; decentralised structure \tn 
% Row Count 10 (+ 4)
% Row 3
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maturity (very bureaucratic) & risk of stagnation and inflexible approach \tn 
% Row Count 12 (+ 2)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
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\begin{tabularx}{5.377cm}{x{1.94103 cm} x{3.03597 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{SWOT analysis}}  \tn
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Internal & strengths + weaknesses \tn 
% Row Count 1 (+ 1)
% Row 1
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External & opportunities + threats \tn 
% Row Count 2 (+ 1)
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strengths of SWOT analysis & logical structure; focuses on strategic issues; encourages analysis of external environment \tn 
% Row Count 6 (+ 4)
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limitations of SWOT & too often lacks focus; independent; needs to be regularly reviewed as can quickly become out of date \tn 
% Row Count 11 (+ 5)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
\par\addvspace{1.3em}

\begin{tabularx}{5.377cm}{x{2.23965 cm} x{2.73735 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Levels of goals and their importance}}  \tn
% Row 0
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strategy is shaped by the mission & a mission statement creates a shared and clear sense of purpose/a broad vision; it powerfully communicates intentions which inspires and motivates employees to realise the organisation's visions of the future \tn 
% Row Count 10 (+ 10)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
\par\addvspace{1.3em}

\begin{tabularx}{5.377cm}{x{1.69218 cm} x{3.28482 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Resources and competencies}}  \tn
% Row 0
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valuable capabilities & enable a business to exploit an internal opportunity or neutralise an external threat; in  regards to revenues and costs, any positive impact is a valuable capability \tn 
% Row Count 7 (+ 7)
% Row 1
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rarity & capabilities are rare if only one organisation has them, i.e. visionary leadership \tn 
% Row Count 11 (+ 4)
% Row 2
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imitability & difficult to retain as competitors copy \tn 
% Row Count 13 (+ 2)
% Row 3
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organisation & this may be location, knowledge, the right policies, control system and procedures \tn 
% Row Count 17 (+ 4)
% Row 4
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make or buy & anything that is not a core competence may be outsourced, which may keep costs down but then it is open to supplier price hikes/supply issues \tn 
% Row Count 23 (+ 6)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
\par\addvspace{1.3em}


% That's all folks
\end{multicols*}

\end{document}