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Course Outline
Module 1: Strategic Thinking
- Definition of 'Strategic' and the three fundamental domains of organizational strategy
- Integrating Process, Content, and Context to connect core strategic areas
- Foundations of Systems Thinking for comprehensive strategic analysis
- The McKinsey Three Horizons Framework: optimizing core operations, growth initiatives, and future opportunities
- Blue Ocean Strategy and the ERRC Grid (Eliminate-Reduce-Raise-Create)
- Scenario Planning: developing resilience against multiple plausible futures
- Exercise: Map organizational strategy utilizing the Three Horizons model for government operations
Module 2: Establishing Vision
- Mission versus Vision: clarifying the critical distinction for public sector alignment
- Analyzing reasons for strategic plan failure and strategies to mitigate common risks
- Developing a clear, measurable, and robust organizational vision
- Frameworks for translating vision into actionable goals: OKRs, OGSM, and V2MOM
- Hoshin Kanri Catchball: fostering iterative alignment across all organizational levels
- Six evidence-based practices for achieving vision alignment and stakeholder buy-in
- Workshop: Draft a vision statement and facilitate its deployment using an OGSM template
Module 3: Becoming Strategic
- Differentiating strategic planning from strategic thinking as complementary disciplines
- Techniques for effective strategic decision-making under conditions of uncertainty
- Communication competencies for driving strategic influence and persuasion
- Identification of essential capabilities required for strategic success in public service
- The McKinsey 7-S Framework: analyzing the interplay of strategy, structure, and shared values
- Cultivating a strategic mindset characterized by curiosity, reframing, and long-term focus
- Case study: Diagnosing organizational misalignment using the 7-S framework for government entities
Module 4: Establishing Strategy
- Translating vision into action: formulating strategic initiatives and options
- Guide to selecting appropriate frameworks: OKRs vs. BSC vs. OGSM vs. Hoshin Kanri
- Stakeholder identification and power-interest mapping techniques
- Fostering cross-organizational buy-in through coalition building and strategic alliances
- Identifying potential conflict areas and developing strategies to address objections
- Strategic implications: addressing resource, structural, and cultural factors
- Exercise: Develop strategic options and map stakeholders for a real-world government initiative
Module 5: The Implementation Process
- Resource allocation, strategic planning, and control mechanisms for public programs
- Planning instruments: Gantt charts, RACI matrices, and milestone tracking
- Aligning implementation teams through clear objectives, tasks, and communication protocols
- Distinguishing project management from Business as Usual (BAU): managing the dual operating system
- The ADKAR Model: driving individual change through Awareness, Desire, Knowledge, Ability, and Reinforcement
- Kotter's 8-Step Process for leading effective organizational change in government agencies
- KPI tracking: monitoring leading indicators (predictive) and lagging indicators (outcomes)
- Applying Systems Thinking to change management: minimizing disruption and maximizing support
- Workshop: Construct an implementation roadmap incorporating change management milestones for public sector delivery
Requirements
Eligibility Requirements
- Previous experience in a managerial, team-leading, or supervisory capacity.
- Understanding of foundational business planning principles.
- Knowledge of specific strategic frameworks is not mandatory.
Intended Audience
- Product and Service Managers.
- Team Leaders and Managers, including both newly appointed and established personnel.
- Operations Directors.
- Senior Management staff.
- Human Resources Managers.
- Marketing Managers.
Note: This content is designed specifically for government audiences to support workforce development initiatives.
14 Hours
Testimonials (2)
GREAT PATIENCE
Katarzyna - R.BRAND POLAND SP. Z O.O.
Course - Akademia Lidera - Nowy Paradygmat Przywództwa
Very practical. Trainer was very flexible in ensuring we meet our needs.
