COURSE OBJECTIVES:
At the end of this conference the participants will be able to:
- Challenge their preconceptions about strategic planning, negotiation and conflict management.
- Understand the content of strategy - unravelled, demystified and translated into everyday language.
- Implement the strategic planning process and get real value out of the process.
- Learn the key stages in the entire process, providing a takeaway toolkit for each key stage and each delegate.
- Apply to management issues, learn option generation, opportunity cost, choice and implementation phases of strategy.
- Understand the process of change, planning, organizational strategy, and change.
- Develop new skills, and thinking processes for them and the organization.
- Increase the behavioural flexibility and career flexibility (vertically and horizontally).
- Accelerate thinking speed and problem resolution for all dilemmas.
- Develop the confidence and ability to influence others and obtain better results through an understanding of how to deal with difficult situations and tough negotiations.
TARGET AUDIENCE:
- Managers from all managerial levels.
- Supervisors & Team leaders.
- Employees who aim to get great knowledge to improve their career.
COURSE OUTLINE:
DAY 1: Strategic Thinking and Business Analysis
- Why are strategy and strategic planning important?
- External analysis - understanding and analysing business attractiveness - macroenvironmental factors, growth drivers, competitive forces, market dynamics.
- Benchmarking your own strategic position/competitor analysis.
- Analysing customers.
- “Thinking backward from the customer”.
DAY 2: Internal Analysis and Fusion of Analyses into Strategic Options
- The interface of external and internal analysis.
- Internal analysis: financial/non-financial.
- The concept and practicalities of the “balanced scorecard”.
- Diagnosing strategic problems and opportunities.
- Fusion of analyses into strategic choices - SWOT and the strategy matrix.
DAY 3: Strategic Plans and The Relevance of Alliances and Joint Ventures
- The content of a strategy: avoiding “paralysis by analysis”.
- Putting a strategic plan together – the 5-page framework.
- A real-life example of a business strategy/strategic plan.
- Strategies for alliances and joint ventures.
- Example of best practice in alliances and joint ventures.
DAY 4: Global Strategy, Teambuilding, and The Management of Internal Communication
- The essence of globalization and global strategy
- Globalization: Strategic Dimension, Organizational Dimension & the Human Dimension.
- How to build and manage a strategic planning team?
- Communicating strategy through the organization?
- Gaining your team’s commitment and buy-in to the strategy>
DAY 5: Strategic Implementation and Getting the Value Out of Strategy
- Effective execution - converting strategic analysis and planning into action.
- Linking strategy with operational objectives.
- Implementation – getting practical things done.
- Creating tomorrow’s organization out of today’s organization.
- Conclusion - the corporate and individual value of strategic thinking.
DAY 6: Negotiation and Conflict Management
- The sources of conflict in the organization.
- Conflict escalation and steps to prevent it.
- Conflict management strategies.
- The two distinct approaches to negotiation.
- Understanding your negotiation style.
DAY 7: Understanding Strategic Models and Paradigms
- The strategic journey – common models and frameworks for strategic thinking (from Ansoff to Hamel via Porter and Mintzberg).
- Identifying strategic horizons and using the 7S framework.
- Recognising and developing the characteristics of strategic agility.
- Understanding Strategic Competences and Skills.
- Leveraging Strategic Competences.
DAY 8: Effective Strategic Implementation
- Strategic implementation tools and frameworks.
- Structures and systems for strategic agility and performance.
- Monitoring and adjustment.
- Measurement, Analysis.
- Knowledge Management.
DAY 9: Strategic Leadership
- Preparing for the future.
- Effective styles and practices for strategic leadership.
- Recognising, analysing and developing the strategic leadership styles used by you and others.
- Developing inspiration and motivation.
- Communicating the roadmap and gathering support.
DAY 10: Driving Strategic Performance & Success
- Case-Study and program’s summary.
PLACE: Geneva (SWITZERLAND)
VENUE (TBC): NOVOTEL Geneva (Rue de Zurich, Geneva, SWITZERLAND)
LANGUAGE: English
