Certificate in Strategic Thinking & Planning

Transcription

1 Earn Up To 24 CPD Points Certificate in Strategic Thinking & Planning Achieve & Sustain Competitive Advantage in the Marketplace On This Course, You Will: Develop an end-to-end strategic management lifecycle, appropriate to your Select appropriate frameworks to analyse external environment and internal capability Develop appropriate strategic options to support the al mission Synthesise strategic choices, to gain competitive advantage Led by James Graham Evaluate the impact of changing strategy on the October 2018* Conrad Hotel, Dubai, UAE

2 Meet Your Expert Course Leader Informa s training programmes and solutions are delivered by renowned industry experts and thought leaders with extensive practical experience. Our courses are stimulating, comprehensive and well structured, allowing delegates to enhance their professional development and capability. We are a leading training provider in the Middle East, with a portfolio of subject matter across the following sectors: Audit, Risk & Governance Business Operations Engineering, Operations & Maintenance Finance Healthcare Human Resources IT Leadership & Management Marketing, Sales & Communications Oil & Gas Procurement & Supply Professional Development Project Management Real Estate Strategy Management Telecoms James Graham specialises in strategy formulation and strategic execution, with the experience of working in over 30 countries across Africa, The Americas, Asia, Europe and the Middle East. Initially working in the sales and marketing function, he then developed a second career in management consulting, working with Pagoda Consulting, a highly respected London based boutique that focuses on IT strategy and business transformation. He has consulted to a number of strategically focused initiatives in Europe and the USA and worked in Learning and Development in the Middle East since 2005, mainly in the areas of managing business change, strategy and process management. This experience includes the private and public sectors. Although primarily a practitioner, James has also been published, as a contributor to 97 Things Every Project Manager Should Know (O Reilly) and as a co-author of Maximising the Potential, a publication under the Information Society Initiative of the UK Department for Trade and Industry. He also wrote the chapter Planning for Change in ABG Publications Electronic Business publication. James holds a Certificate in Management Studies, a Diploma in Psychology and a Master of Science in Consulting. He is PMP certified and also holds British Psychological Society Level A and B Intermediate + qualifications. Who Should Attend Would you like to run this course in-house? The in-house training division of Informa Tel: cts@informa.com Course Requirements And Certificates Delegates must meet two criteria to be eligible for an Informa Certificate of Completion for a course: This course is aimed at any executive, manager or professional wishing to gain a good understanding of the strategic management process from A-Z. It will also benefit people wishing to have a refresher in MBA style strategic management. The course covers from foundation through to intermediate level, so is suitable for people with no prior experience, as well as for people who have some experience. Satisfactory attendance delegates must attend all sessions of the course. Delegates who miss more than 2 hours of the course sessions will not be eligible to sit the course assessment Successful completion of the course assessment four multiple choice tests, each of 10 questions Delegates who do not meet these criteria will receive an Informa Certificate of Attendance. If delegates have not attended all sessions, the Certificate will clearly state the number of hours attended.

3 Certificate in Strategic Thinking & Planning October 2018* Conrad Hotel, Dubai, UAE Course Timings: Registration will be at 08:00 on Day One. Course sessions will start promptly at 08:30 and end at 14:30. There will be breaks for refreshments at approximately 10:30 and 12:30 and lunch will be served at the end of each day s session. Course Overview This intensive course provides a well-structured and robust toolset for executives and managers who need to participate in strategic planning and management activities. It also provides an effective refresher for people who have studied MBAs or similar courses in the past and wish to revisit the strategic management topics. You will gain a clear view of the contemporary strategic context, as well as see some of the management thinking that has influenced the development of strategic thinking over the past 65 years or so, giving you the ability to interpret historical strategy, as well as to analyse future options and to synthesise strategic themes and objectives. Establishing a strong line of sight from the corporate vision, all the way through to day-to-day actions that support the business strategy, the course will provide the concepts, language, frameworks and techniques to confidently engage with strategic thinking and planning tasks. The course also looks closely at how to develop an appropriate strategic position, including a comparison of red and blue ocean thinking, as well as the classic generic strategies and five forces models. You will also examine the links between creating and implementing strategies and include techniques to increase the probability of success. When you have attended this course, you will be able to apply the structure and content confidently in your strategic role. Course Methodology This course will be highly interactive, with a mix of theory and practical sessions. You will have the opportunity to share your experience, learn from others through group discussions and develop your skills through a series of individual and group exercises. Course Outline Day One Exercise Identifying any specific learning requests The Strategic Context What is strategy? The concept of al strategic alignment Situation, complication and explanation Rigorous thinking The 5Cs of strategy The layers of strategic planning The strategic planning inventory Exercise Case study analysis of Goodyear Tire's strategic challenges in 1970 Options For Strategic Management The strategic management timeline, from the 1950s to the 21st century Strategy as a design process Strategy as a planning process Strategy as a market positioning process Strategy as a visioning process Strategy as a cognitive process Strategy as a competitive learning process Strategy as a transformative process The importance of creating a compelling vision Exercise Develop a vision statement using a case study Environment Turbulence And Emergent Strategies Environment velocity Deliberate strategy and emergent strategies The effect of environmental turbulence on strategic execution Using emergent strategy as competitive learning The power of statements of strategic intent in emergent environments Why systems thinking is crucial in strategic management Exercise Analyse the changing strategic intent of a multinational company, over a period of many years Day Two Applying Strategic Thinking Techniques Decision making, intuition versus facts Dealing with cognitive bias Avoiding knee jerk reactions, by thinking rigorously Strategic thinking Inductive and deductive techniques The need to think flexibly Creative thinking in strategy formulation Exercise Identify and discuss the impact of cognitive bias on strategic decision making Internal Analysis Frameworks A firm s lifecycle model Value chain analysis Core competence analysis

4 Exercise Produce a value chain analysis for an exemplar Exercise Produce a core competence analysis for an exemplar External Analysis Frameworks PESTLEID (environment) analysis Five forces analysis Industry lifecycle model Cycles of competition The role of the strategic audit and how to conduct one Exercise Produce a PESTLEID analysis of a case study of a real Exercise Produce a five forces model for the cola market Exercise Discuss the industry lifecycle and cycles of competition models and make a short presentation of examples of each Exercise Review a generic strategic audit questionnaire and decide what to add/delete for use in your Exercise Conduct a portfolio analysis and make recommendations about strategic choices Exercise Critique an s strategic approach, using a case study of a successful global consumer goods company Day Four Develop Strategic Themes How to align strategy with actions Strategy maps Connecting the Balanced Scorecard to the business activities Developing strategic themes from strategy maps How to perform a gap analysis Exercise Case study analysis, constructing a portion of a strategy map Plan To Implement The dynamics of paradigm change and how these drive execution Three challenges to successful execution Preparing for strategic execution Three crucial time windows Identifying strategic projects (BOSCARD approach) Using policies and procedures to modify operations Generating Potential Actions SWOT analysis (internal versus external thinking), to generate potential strategic actions Scenario planning, to test strategy resilience and robustness Exercise Produce a SWOT analysis, building on the PESTLEID in the previous exercise Exercise Apply scenario planning techniques to construct two scenarios (worst case, best case), for the business environment Day Three Setting Strategic Objectives Setting SMART objectives Profit related measures How strategic objectives drive performance Objectives for not-for-profits The Balanced Scorecard and sustainable strategies Exercise Produce a draft Balanced Scorecard Making Strategic Choices Selecting a generic strategy Blue versus red ocean thinking Four routes to strategic advantage Product portfolio selection Boston Consulting Group Matrix Business unit portfolio selection The GE/McKinsey Strategic Grid Market entry First to market or follower? How to plan entry and exit in turbulent markets, for profitable outcomes Incremental, disruptive or radical product/service development? Defining customer requirements Value engineering and the value canvas Exercise Design a policy to implement a new strategy Engaging Stakeholders Conducting an impact analysis The task environment and planning for change Roles of the strategic and operations teams Stakeholder management techniques and gaining engagement/ ownership Overcoming resistance and gaining buy-in Managing Risks Different types of risks (aleatory and epistemic) Opportunities Identifying risks and opportunities in implementation Analysing risks and assigning priority Strategies for managing risks Exercise Identify, assess and design responses to risks identified in a case study Evaluating Strategy Learning from outcomes Learning from failure Exercise Analyse the reasons for a failing strategy and evaluate potential responses Review And Close Final questions and answers Exercise Ebbinghaus (memory retention) activity Exercise Develop an action plan to implement quick win learning from the course

5 Certificate in Strategic Thinking & Planning October 2018* Conrad Hotel, Dubai, UAE WAYS TO REGISTER register-mea@informa.com Informa Middle East Ltd. PO Box 9428, Dubai, UAE The in-house training division of Informa Middle East SAVE UP TO 40% If you have 6 or more people interested in attending, and would like to customise this training course to suit your team and business, contact our Training Consultants on or cts@informa.com. Course Certificate in Strategic Thinking & Planning October 2018* (BC7206) Course Fee Before Course Fee Before Final Fee 12 August September 2018 US$ 3,995 US$ 4,495 US$ 4,995 Pricing excludes 5% VAT, where applicable DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL: a.watts@informa.com Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions and pass the course examination will receive an Informa Certificate of Completion. *Book and pay full fee for two colleagues and the third attends for FREE. Not applicable in conjunction with corporate discounts. Payment to be settled before start of the course to avail the offer. The 3 for 2 offer is valid on full price final fee registration only. All registrations are subject to our terms and conditions which are available at Please read them as they include important information. By submitting your registration you agree to be bound by the terms and conditions in full. DELEGATE DETAILS First Name: Surname: Job Title: Company: Address: Postal Code: Country: City: Tel: Mobile: Fax: PAYMENTS A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. AVOID VISA DELAYS BOOK NOW Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible. Visas for non-gcc nationals may take several weeks to process. CANCELLATION - If you are unable to attend, a substitute delegate will be welcome in your place - Registrations cancelled more than 15 days before the Event are subject to a US$ 250 administration fee - Registrations cancelled between 14 8 days before the Event are subject to a 25% cancellation fee - Registrations cancelled 7 days or less before the Event must be paid in full - All registrations are subject to acceptance by Informa Middle East which will be confirmed to you in writing - Due to unforeseen circumstances, Informa reserves the right to cancel the course, change the programme, alter the venue, speaker or topics - For full details, please visit EVENT VENUE Conrad Hotel, Dubai, UAE Tel: ACCOMMODATION DETAILS We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the Hospitality Desk for assistance on: Tel: Fax: hospitality@informa.com AA/MB STRATEGY MANAGEMENT/ LEADERSHIP & MANAGEMENT BC7206 Copyright Informa Middle East Ltd