Community life cycle matrix - Ring chart

This ring chart sample was created on the base of the figure illustrating the "CCP Handbook - Comprehensive Community Planning for First Nations in British Columbia" from the Government of Canada website. "Tool 1: Centre for Innovative & Entrepreneurial Leadership (CIEL) Community Life Cycle Matrix.
Actualization Phase.
Community is highly developed and encourages learning & innovation while respecting history and culture. Community shares resources with others and regularly monitors itself, continuing to enhance capacity.
Action: Community undertakes regular reviews and reflection activities to maintain or enhance stage / phase.
Pre-Community or Chaos Phase.
Community is undeveloped. Limited sharing of resources or recognition of value of a community.
Action: Community can (re)form through the identification of and action of influential and respected leaders (elected or unelected).
Vision Phase.
Community recognizes the importance of vision and long-term planning; is able to move in this direction.
Action: Community can engage in planning, meaningful consultation of its members, & working towards the development of strategic thinking & planning, and, ultimately, identifying community-wide values, distinct community characteristics and a vision.
Emergence Phase.
Community exists but has significant problems, making anything but survival & fulfilling short-term needs impossible.
Action: Community can advance through focus on small, non-political, trustbuilding projects to build success, respect, confidence, relationships & skills.
Why the Matrix.
The challenge of developing innovative and entrepreneurial communities is in ensuring that the communities have a clear picture of where they are at and where they want to go. This enables a better match of the tools available with both the capacity of the community and the hoped for goal. For example, while strategic planning may work for some communities, the planning process may also lead to frustration and failure in other communities that do not have the necessary trust, social capital or capacity." [aadnc-aandc.gc.ca/ eng/ 1100100021972/ 1100100022090]
The ring chart example "Community life cycle matrix" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Target and Circular Diagrams solution from the Marketing area of ConceptDraw Solution Park.
www.conceptdraw.com/ solution-park/ marketing-target-and-circular-diagrams

Diversification is a corporate strategy to increase sales volume from new products and new markets. Diversification can be expanding into a new segment of an industry that the business is already in, or investing in a promising business outside of the scope of the existing business.
Diversification is part of the four main growth strategies defined by Igor Ansoff's Product/ Market matrix.
Ansoff pointed out that a diversification strategy stands apart from the other three strategies. The first three strategies are usually pursued with the same technical, financial, and merchandising resources used for the original product line, whereas diversification usually requires a company to acquire new skills, new techniques and new facilities. [Diversification (marketing strategy). Wikipedia]
This Ansoff's Product/ Market matrix example was created using ConceptDraw PRO diagramming and vector drawing software extended with Matrices solution from Marketing area of ConceptDraw Solution Park.

"SWOT analysis is a classic strategic planning tool. Using a framework of internal strengths and weaknesses and external opportunities and threats, it provides a simple way to assess how a strategy can best be implemented. The tool helps planners be realistic about what they can achieve, and where they should focus. ...
The SWOT framework - a two-by-two matrix - is best completed in a group with key members of the team or organisation present. First it is important to be clear what the policy change objective is, and what team or organisation the analysis is being carried out on. Once these are clarified and agreed, begin with a brainstorm of ideas, and then hone them down and clarify them afterwards in discussion.
An assessment of internal capacity helps identify where the project or organisation is now: the existing resources that can be used immediately and current problems that won't go away. It can help identify where new resources, skills or allies will be needed. When thinking of strengths it is useful to think of real examples of success to ground and clarify the conversation. ...
An assessment of the external environment tends to focus on what is going on outside the organisation, or areas which are not yet affecting the strategy but could do - either positively or negatively." [odi.org.uk/ publications/ 5876-swot-analysis-context-mapping]
The vector stencils library "SWOT" contains 16 SWOT and TOWS matrix diagram templates for the ConceptDraw PRO diagramming and vector drawing software.
The example "Design elements - SWOT and TOWS analysis matrices" is included in the SWOT Analysis solution from the Management area of ConceptDraw Solution Park.

"SWOT is a handy mnemonic to help corporate planners think about strategy. It stands for Strengths, Weaknesses, Opportunities and Threats. What are an organisation's SWOTs? How can it manage them in a way that will optimise its performance? A second four-letter acronym is sometimes brought into play here: USED. How can the Strengths be Used; the Weaknesses be Stopped, the Opportunities be Exploited; and the Threats be Defended against? ...
A SWOT analysis can be applied to different aspects of a company's business, such as its it capability or its skills. The simplicity and intuitive wholeness of the framework have helped to make it extremely popular with both corporations and governments." [economist.com/ node/ 14301503]
This form template "New business opportunity SWOT analysis matrix" for the ConceptDraw PRO diagramming and vector drawing software is included in the SWOT Analysis solution from the Management area of ConceptDraw Solution Park.