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Objectives

• By the end of this Course Participants will be able to:

• • Understand how to design visionary strategic plans
  • Work out how to translate strategic plans into action plans
  • Examine a model for organizational and individual assessment
  • Provide insights into strategic planning problems to avoid
  • Identify and learn from examples of strategic success and failure
  • Understand the nature of the organisational life cycle
  • Provide insights into productive contingency planning

The Delegates

• Specialist managers in any part of the organization who wish to take a broader view of the potential of the organization for the future
• Operational managers/specialists who wish to acquire additional competencies in the sphere of business strategy
• All managers/specialists responsible for setting team goals/targets and for managing teams in implementation of strategic and operating plans .

Contents

• Introduction .
• The Strategic Planning process – 1  

• • Strategy – concept and significance
  • “Competitive Positioning” versus “Blue Sky” approaches
  • Achieving competitive advantage through flexibility and agility
  • The interaction of strategy, structure and business processes
  • Gathering information and intelligence for the SWOT analysis
  • Mini-cases and group discussion – “Cost versus Differentiation”

• The Strategic Planning process – 2  

• • Vision and mission statements – preparing for the future
  • Business analysis and contingency planning
  • Strategic choice
  • Converting the SWOT analysis into the “Strategy Matrix”
  • Strategy formulation – programmes, projects, policies
  • Transforming the organization – strategy implementation and managing change
  • Mini-case and group discussion – major strategic re-orientation

• Assessing current state of the organization  

• • Leadership and management in relation to strategy
  • Customer and market focus
  • Human resources and knowledge management
  • Building a strategic planning team
  • Effective process management to achieve business results
  • Monitoring and measuring business performance
  • Mini-case and group discussion – a market entry problem

• Avoiding the pitfalls of strategic planning  

• • The strategy life-cycle and the problem of strategic drift
  • Getting innovative thinking into the organization
  • The potentially negative dimensions of success
  • How to avoid “paralysis by analysis”
  • Overcoming inability to evaluate fresh ideas, denying the truth and thinking inside the box
  • The critical importance of teambuilding and teamwork

• Personal strategic planning  

• • Applying strategic tools and techniques to the individual
  • Personal goal setting, creating a personal strategic plan
  • Implementing change – achieving progress as a strategic manager
  • The mix of competencies and personal skills required in 21st century business
  • Executing strategy – how to break it down and get it done
  • Developing inspiration and gathering support
  • Overcoming adversity by leveraging your skills and building on success
  • Conclusion – a personal role in the strategic planning and goal setting processes

Course assesment .

The Discount

Free Seats Are Offered