Senior Executives and Managers ultimately define, lead and manage business performance. A business rises or falls on their unique insights, skills and abilities.

This 2-day intensive course is a high-impact, practical program that is designed to raise the skills level of executives and managers, assisting them to become “strategic leaders” . This is a unique course. It is NOT the conventional Strategy course which largely focuses on the steps of developing a strategy – “strategy planning” in all its various guises.

Instead, this course addresses a key question – what organisational and individual capabilities and processes should we have if our organisation is going to be successful and developing and then executing its strategies..?

The course addresses this question from two principal perspectives:

  • What processes and competencies are required by business managers at all levels, from CEO to supervisor and team eader, to enable them to contribute effectively to the development of future business strategies?
  • What processes and competencies are required by “Strategy Managers” – those people at corporate and business level who are responsible for the co-ordination and facilitation of strategy formulation and, crucially, its successful execution? We will cover the emergence in the last decade of a new role of “Strategy Manager”.

The course incorporates the planning / formulation and subsequent implementation / execution of business strategy. Noting that execution is always the “weak link”, special focus is attached to the requirements of successful strategy execution.

  • CEOs, Business heads at all organisational levels and all those who are responsible for contributing to the development of strategies at corporate and departmental levels
  • Strategy managers and all those who have the responsibility to co-ordinate and manage the processes through which organisations develop and execute their strategies.
  • What is strategy? Strategy is arguably the most over-used word in the business language so we need to be clear on just what is the scope of the subject?
  • Strategy – planning AND execution. We explore the important distinction between planning and execution and consider the key challenges inherent in both subjects.
  • Alignment – strategy is not just the domain of senior management: it is junior staff who actually implement the strategy, so we consider the imperative of aligning all the staff and other resources of the organisation.
  • Session 5 – delegate’s closing presentations for the end of Day 2: guidance will be given during this introduction to the course.
SESSION 1 – the organisational tools and processes to support strategy management
The key elements of strategy management: an outline of:
  • Strategic analysis
  • Visions and Missions
  • Scenario planning
  • Selecting and defining your chosen strategy
  • Cascading to operating plans and budgets
  • The monitoring discipline (through the Balanced Scorecard)
  • The disciplines and processes of strategy execution.
The principal tools and the associated processes
  • Using SWOT effectively (NOT how it is normally used ….)
  • The “Strategy Focused Organisation” best-practice framework
  • The scope and processes of Scenario Planning
  • The Balanced Scorecard – the global # 1 tool of strategy management> defining the strategy in a clearly measurable form.
  • Alternates to the Balanced Scorecard
  • The strategic and operational plan / budget process: from end to end.
  • Project management – aligned with the management of Initiatives – the building blocks of strategic change
  • Aligning the individual employee: making strategy everyone’s job.
SESSION 2 – the organisational capabilities and behaviours
  • Creating a leadership team with all members of the senior team emotionally engaged with the strategy
  • Creating clear, inspiring but achievable Vision and purpose
  • Strategy is about change, not standing still: the need for change and what the change should be requires effective communication.
  • WIIFM – what’s in it for me: all employees need to know how they are required to contribute to the strategy and how results are recognised and rewarded?
Change management
  • Using the Kotter 8-step change model to focus management on the proactive needs for managing change and addressing the resistance-to-change mind-set of many people within any organisation
  • How to measure / assess change within an organisation
Performance culture
Team culture through thoughtful performance incentive arrangements
  • Silos or effective teams:
  • Effectively using the Balanced Scorecard:
  • What gets measured gets managed, but many organisations use the “BSC” poorly: how can we get the best from this proven and widely used concept.
SESSION 3 – the strategy office: tools and processes
  • The “Office of Strategy Management” OSM concept – and the range of role options
    • We explore a number of case study examples as to how this concept has been applied in different organisations
  • How OSM relates to the CEO and the Executive Team: what should be “owned” by the Executive and what should be owned by OSM?
  • Managing the BSC process
  • The vital dynamics of the management review process through which management should keep the business on its strategic track: frequently this process does not work well. What should the Strategy Office do to ensure this process is successful?
SESSION 4 – the strategy office: capabilities and behaviours
  • Creating a recognised and highly proactive centre-of excellence: the Strategy Office must achieve this if it is to be effective: but how can this be done?
    • Developing the roles and supporting skills to create a first-class strategy office
    • Understanding the typical 9 role-components of OSM
  • The required skills and competencies of the Strategy Manager
    • Defining strategic job families
  • Using the 7-habits model to drive for the necessary mind-set
    • Helping to drive the proactive and focused habits necessary to support the culture necessary for effective strategy execution.
SESSION 5 – delegate’s presentations
  • This final session requires each delegate to present to the group as a whole their proposed action plan for strategy management improvement within their own organisation.