In the territory of organizational leadership, effective leadership and change management strategies are essential for superior outcomes, particularly in IT and software companies. The strategic analyst’s role is pivotal, utilizing SWOT, VRIO, and PESTEL analyses. SWOT helps evaluate internal strengths, weaknesses, and external opportunities and threats, aiding in competitive positioning. VRIO assesses resource value and rarity for strategic leverage. PESTEL examines external factors like politics, economics, society, technology, environment, and law (Jurevicius, 2021). These analyses, under the strategic analyst’s guidance, enhance Vengile Software Company’s competitive advantage, market position, and adaptability in a dynamic business environment.

Strategic Framework for the Company

AFI Model

The company has strategically employed the Analyze, Formulate and Implement (AFI) model to enhance its organizational effectiveness, a widely adopted approach among IT-based organizations globally aimed at improving strategic management and employee performance. The AFI model operates through three distinct phases, commencing with the analytical stage, wherein a comprehensive understanding of the company’s internal and external dynamics is achieved. Subsequently, the formulation phase entails the development of a strategic plan, while the final implementation stage puts this plan into action (Rowland et al., 2023). The utilization of the AFI model underscores Vengile Software’s commitment to optimizing its strategic management processes and elevating employee performance, aligning itself with contemporary best practices in the IT sector.

The VRIO Analysis

The VRIO assessment centers on components that possess value, rarity, distinctiveness, and organized attributes. It reveals that brand loyalty stands at a notably elevated level, financial resources ranging from high to medium, the presence of innovative products is abundant, and multiple revenue streams are also consistently strong.

Internal Environmental Analysis Findings

The organization effectively leverages its financial, human, and intangible assets in the pursuit of competitive advantage. The significance of the internal environment and resources cannot be overstated, as they are instrumental in shaping the organization’s future trajectory and in retaining a committed workforce and managerial cohort, thus reinforcing the capabilities of the marketing team to secure a superior position in the marketplace. The internal environment of the company is predicated on factors well within the horizon of the organization’s leadership and decision-makers. Azeem et al. (2021) highlighted that organizational culture is indispensable for business operational success and organizational innovation appear to be key drivers for gaining competitive advantage

One pivotal aspect is the governance structure, a characteristic that wields a direct influence on the organization’s strategies. It is incumbent upon the organization to exercise sound IT governance practices to facilitate the creation of a structural framework aligning its strategic endeavors with broader business objectives. In essence, effective IT governance serves as the requirement to synchronize organizational strategies with overarching corporate goals (Dairo et al., 2021).

External Environmental Analysis Findings

The analysis of the external environment, often encapsulated within a PESTEL framework, becomes a key aspect of organizational strategy (Fernandes, 2019). In this context, we explore the various dimensions of the external landscape, each bearing relevance to the organization’s operational context.

‘P,’ representing the Political dimension, underscores the influence of government policies and IT regulations on the organization. While we do not receive direct financial support from the g