ABSTRACT
Chapters 2 and 3 discussed the preceding stages of strategy development, fi rstly understanding the internal factors that infl uence how sport development organisations operate and secondly, appreciating the external context in which sports development activity takes place. In Chapter 3 we looked specifi cally at STEEPLE as a tool for analysing and interpreting the external environment in which we operate. Thompson’s (2001) E-V-R congruence model was introduced and we have shown that the process of internal analysis helps strategic leaders in sport development to ensure alignment of V and R (values and resources) whilst the external scan (e.g. STEEPLE) self-evidently considers E (environment).
