________________________________________________________________________________________________

Objectives

By the end of this course, participants will be able to:

• Understand and apply the Planning and Execution Framework.
• Develop and communicate strategic vision, mission, and intent.
• Understand how to turn strategy into actionable, operational plans.
• Set the conditions for successful execution of strategy and plans by creating optimal support structures, systems and processes.
• Execute on the plans and lead tactically in the face of obstacles and challenges.
• Identify hidden barriers , Gain new insights about the hidden barriers to strategic execution and how to overcome them.
• Build an actionable plan of execution ,Acquire a deep understanding of how to get results from future strategic initiatives .
• Understand the psychological dynamics between strategy execution practitioners and stakeholders .

The Delegates

Executives, professionals, and Managers who must develop and execute excellent strategy in highly demanding, competitive conditions are encouraged to attend to this course.

 This course is suitable to a wide range of professionals but will greatly benefit:

• Line and functional Managers, professionals responsible for strategy, marketing, business development, operations, HR, product development, and other functional departments within businesses and other organisations
• Intermediate and advanced level managers, team leaders and supervisors within all sectors, private and public, profit and not-for-profit .

Contents

• What Are Strategic Initiatives and Why You Should Have Them :
  • Types of Strategic Initiatives .
  • Why You Should Have Strategic Initiatives .
• How to Develop a Strategic Initiative :
  • Define the Strategic Initiative .
  • Determine the Strategic Initiative’s Scope.
• From Vision to Results: The Planning and Execution Framework
  • Understanding the distinctions between strategy, operations, and tactics
  • How planning and execution work
  • How vision, mission, and planning relate to morale, cohesion, and unity of purpose
  • Nested hierarchical planning
  • Mission analysis and mission leadership
  • Measuring progress and results
• Strategy: Setting the Vision and Direction
  • Understanding vision, mission, objectives
  • Corporate-level strategy
  • Competitive strategy and positioning
  • Offensive and defensive manoeuvres
• Operational Campaign Planning: Turning the Strategy into Actionable Plans
  • Using nested hierarchical planning and mission analysis to create a campaign planning framework
  • Understanding and applying key operational concepts: centre of gravity, main effort, concentration, economy of effort, major thrust(s), and supporting thrust(s)
  • Working with limited resources: deciding what to do and why to do it
  • Building a campaign plan to implement a strategy
  • Successful manoeuvering and positioning
• Operational Systems and Processes: Setting the Conditions for Successful Execution of Strategy
  • Strategy mapping and the components of organizational systems and processes
  • The financial perspective
  • The customer perspective
  • The internal perspective: operations management, customer management, innovation, and regulatory & social processes
  • The learning and growth perspective: developing and integrating human, informational, and organizational capital
• Tactics: Getting Results and Leading in the Face Competition and Obstacles
  • Breaking objectives into manageable goals and tasks
  • Giving direction efficiently and effectively
  • Using and encouraging initiative, flexibility, and adaptation within overarching strategy, operational plans, and organizational structures and systems
  • Managing for results
  • Feedback and adjustment

The Discount

0% in case of Three P. (or more)