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Strategic Management
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The inspiration behind this programme is simple, to provide managers with a “strategic toolkit” of tools, techniques, models and applications that you can apply to your business role in order to define, build and execute a robust strategic framework.
Strategy is an area that can be easily overlooked by managers lacking formal training in strategic issues. Often strategy is viewed as something that comes down from above and it’s our job to make it happen. However, imagine the benefits of developing the core skills and competences to be able to implement and apply strategic principles within your department or function. In the modern corporate arena many managers spend so much time working in the business (functional) that they neglect the importance of actually working on the business (strategic).
Developing an understanding of the differences between corporate strategic level thinking and the business planning issues that a manager is faced with every day is just one of the critical gaps that this course will help you to fill.
Business planning is the practical delivery of the desired strategic vision. Within organisations this can relate to growth through the launching of new products, the development of new markets, the making of plans for company acquisitions or divestment and disposal of loss making entities.
Through both “efficient” and “effective” planning, managers will be better positioned to recognise the future growth areas and to pre-empt the potential problem ones before they impact badly on their firm.
The programme will equip you with a thorough grounding in a wide range of strategic practices and processes. You will also benefit from developing the analytical and questioning skills that are a fundamental part of the strategic process.
If you are a professional who is committed to high performance and results, this course will prove invaluable. Pokok-Pokok BahasanStrategy Thinking and Mindset
• Understanding the significance of ‘frames of reference’
• A review of people’s thinking styles and their influence on strategy
• Getting to grips with the concepts of ‘big picture and detail’ planning
• The importance of ‘Theory U’ and ‘Presencing’ for truly effective change
• Creativity and its central place in the planning mindset Setting the Strategic and Business Planning Framework
• Organisational planning and some concepts behind them
• The difference between corporate level and business level strategy
• Historical review of strategic development in the last 50 years
• The impact of both cultured and strategic leadership on the planning culture
• Appreciating the importance of competitive advantage
• Developing a ‘focus on the future’ for direction setting
• The archetypal ‘Hero’s Journey’; assessing and managing its progression
• Prioritising important and/or urgent actions
• Creating the one page strategic plan
• Answering the ‘why-what-how-who’ questions of alignment
• Consider how ‘managing for value and values’ can drive the behaviours of a senior manager/director People and Culture
• The keys to developing a corporate vision, mission and purpose
• Understanding Maslow’s Hierarchy of Needs
• Richard Barrett’s ‘7 Levels of Human Consciousness’ for cultural transformation
• Stephen Covey’s ‘7 Habits of Highly Effective People’ plus the ‘8th Habit’
• Corporate values assessment and culture surveys Strategic Frameworks
• Development stages of the Strategic Evolution Framework
• Linking ‘Corporate Value to Individual Values’
• The Corporate Alignment Model (CAM)
• The European Foundation for Quality Management (EFQM) Model
• Scenario planning
• Storytelling
• McKinsey 7Ss framework
• Kaplan and Norton Strategy Maps
• Peter Senge – The Fifth Discipline Strategic Tools
• Porter’s value chain
• Political, Economic, Social, Technological, Economic and Legal (PESTEL) analysis
• Strength Weakness Opportunity Threat (SWOT) analysis
• Using a Dynamic SWOT analysis for driving strategy
• Creating Strategic Activity Trees (SATs) for logic and communication
• Using the uncertainty and importance grid to prioritise key activities
• Cognitive and Causal Mapping
• Fishbone analysis of problems
• Wishbone analysis of potential
• Benchmarking for gap widening
• Introducing force field and stakeholder analysis Products and Markets
• Boston Consulting Group (BCG) matrix
• Market Attractive Business Attractiveness (MABA) analysis
• GE/McKinsey multi-factor matrix
• Life cycle analysis
• Directional policy matrix
• Porters competitive strategies
• The marketing mix
• Competitor profiling
• Gap analysis and perceptual mapping Financial
• Financial BCG development matrix
• Review of financial ratios
• Using the “value-over-time curve” for assessing financial attractiveness
• Developing budgets and forecasts
• Overhead analysis and costing including Activity Based Costing (ABC)
• Discounted Cash-flow (DCF) for investment decisions
• Review the concepts of Value Based Management (VBM) Implementation
• Length, style, format of a strategic or business plan
• Scenario storytelling – The first ingredients of a communication plan
• Using “From-To” analysis to communicate the plan
• Using the “difficulty-over-time curve” to assess implementation difficulty
• Implementation plans
• Key Performance Indicators (KPIs)
• Kaplan and Norton concept of the Balanced Score Card (BSC)
| Schedule 2010: | | Feb 15-16 | Apr 05-06 | Jun 21-22 | Aug 03-04 | Oct 11-12 | Dec 21-22 | | Bandung | Jakarta | Bandung | Jakarta | Jakarta | Jakarta | | Rp 3.000.000 | Rp 3.000.000 | Rp 3.000.000 | Rp 3.000.000 | Rp 3.000.000 | Rp 3.000.000 | | Tempat pelaksanaan di Jakarta: Patra Office Tower#1710 atau hotel Puri Denpasar/Peninsula/Ibis/ TwinPlaza/Santika/Bidakara/dll | | | | Contact Customer Service ♥ Download Form Registration | | | |
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