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Course Outline
Module 1: Strategic Thinking
- The meaning of 'Strategic' and three core areas of corporate strategy
- Process, Content, and Context: linking the three core areas
- Introduction to Systems Thinking for strategic analysis
- McKinsey Three Horizons: balancing core, growth, and future bets
- Blue Ocean Strategy and the ERRC Grid (Eliminate-Reduce-Raise-Create)
- Scenario Planning: preparing for multiple plausible futures
- Exercise: Map your organization's strategy using the Three Horizons model
Module 2: Establishing Vision
- Mission vs Vision: understanding the critical distinction
- Why strategic plans fail and how to avoid common pitfalls
- Agreeing a robust vision with clarity and measurability
- OKRs, OGSM, and V2MOM: frameworks for translating vision into goals
- Hoshin Kanri Catchball: iterative alignment across organizational levels
- Forbes 6 best practices for vision alignment and buy-in
- Workshop: Draft a vision statement and cascade it using an OGSM template
Module 3: Becoming Strategic
- Strategic planning vs strategic thinking: complementary disciplines
- Developing techniques for thinking strategy under uncertainty
- Communication skills for strategic influence and persuasion
- Identification of critical skills needed for strategic success
- McKinsey 7-S model: diagnosing strategy, structure, and shared values
- Cultivating a strategic mindset: curiosity, reframing, and long-term orientation
- Case study: Diagnose a misaligned organization using the 7-S framework
Module 4: Establishing Strategy
- Turning vision into reality: creating strategic moves and options
- Framework selection guide: OKRs vs BSC vs OGSM vs Hoshin Kanri
- Stakeholder identification and power-interest mapping
- Cross-organizational buy-in: building coalitions and alliances
- Identifying areas of potential conflict and countering objections
- Strategy implications: resource, structural, and cultural considerations
- Exercise: Develop strategic options and map stakeholders for a real initiative
Module 5: The Implementation Process
- Resource allocation, strategic planning, and control mechanisms
- Planning tools: Gantt charts, RACI matrices, and milestone tracking
- Objectives, tasks, and communication: aligning the implementation team
- Projects vs Business as Usual: managing the dual operating system
- ADKAR model: Awareness, Desire, Knowledge, Ability, Reinforcement
- Kotter's 8-Step model for leading organizational change
- KPI tracking: leading indicators (predictive) and lagging indicators (outcomes)
- Systems thinking for change: reducing disruption and building support
- Workshop: Build an implementation roadmap with change management milestones
Requirements
Prerequisites
- Some experience in a management, team-lead, or supervisory role.
- Familiarity with basic business planning concepts.
- No prior knowledge of specific strategic frameworks is required.
Audience
- Product/Service Managers.
- Team Leaders and Managers (newly appointed and established).
- Operations Directors.
- Senior Managers.
- HR Managers.
- Marketing Managers.
14 Hours
Testimonials (2)
Very open and good discussions
Martin - Novelis Deutschland GmbH
Course - Strategic Management
Very practical. Trainer was very flexible in ensuring we meet our needs.
