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Course Overview

Strategizing is the reconciliation of an organization's goals and means.  It involves identifying and prioritizing the organization's achievable goals, predicting its available resources, and specifying the ways the resources will be applied to advance the goals. Sound strategy enables firms to move forward with confidence, and spells the difference between thriving and failing. This course will teach you the habits of strategic thought, the planning process, and the discipline of execution needed for organizations - and individuals - to thrive in the future. 
 

Course Methdology

Presentations by the consultant are interspersed with group discussions, video clips, individual and team exercises, and development of an outline for a strategic plan in the participant's organization. Will include three case studies from the MENA region.
 

Course Objectives

By the end of the course, participants will be able to:
  • Understand the major strategic models and tools and their applicability to your market and organization
  • Apply strategic thinking to your market climate and organizational goals
  • Identify your organization's core competencies and sustainable competitive advantages
  • Outline a strategic planning process, from analysis to formulation to sequencing to monitoring
  • Link strategic activity to the performance management cycle

Target Audience

Managers, and senior leaders with responsibility for the long-term direction of their departments or organizations; professionals in research, performance measurement and management; business analysts

Target Competencies

  • Developing a strong strategic mindset
  • Mastery of basic strategic models and analysis 
  • Strategic and operational planning
  • Monitoring results and performance
  • Thinking critically and opportunistically for value

Course Outline

What is strategic planning? Why do it?
  • Two definitions
  • Some examples of why
  • How strategy has evolved
Theories and models
  • The wisdom of Sun Tzu
  • The important ideas of Clausewitz
  • Core competency and the Growth-Share Matrix
  • Michael Porter: Five Forces, PIE, SWOT
  • Mintzberg's Five Ps
  • SMART objectives
Building the plan
Step 1: assessing relevant trends
  • The Five Cs
  • Data sources, news, what everyone knows, what only a few people know
  • Becoming a "noticer"
  • Impediments to assessing relevant trends and overcoming them
Step 2: determining organizational direction
  • Scenario planning
  • Risk analysis
  • Picking your battles
  • Impediments to determining your organizational direction and overcoming them
Step 3: making resource decisions
  • Strategic sales matrix
  • Portfolio management
  • Impediments to making your resource decisions - and overcoming them
Step 4: tracking results, revising goals
  • Dashboards and KPIs
  • Balanced scorecard
  • Impediments to tracking your results and revising your goals - and overcoming them
Strategy in the real world
  • Success stories
  • Failure stories
Strategy in your real world
  • Identify trends most relevant to your organization and how to track them
  • Identify tools and exercises most likely to work for your colleagues
  • Identify potential strategic options and decision mechanisms
  • Identify potential tracking models and schedule for revision
  • Pros - cons - mitigations for your plan development
Location & Dates
Call us at +971 430 8394