Thank you for sending your enquiry! One of our team members will contact you shortly.
Thank you for sending your booking! One of our team members will contact you shortly.
Course Outline
Module 1: Strategic Thinking
- Definitions of strategic concepts and three foundational pillars of organizational strategy
- The integration of process, content, and context to unify core strategic areas
- Foundations of Systems Thinking applied to strategic analysis
- The McKinsey Three Horizons framework for balancing core operations, growth initiatives, and emerging opportunities
- Blue Ocean Strategy principles and the ERRC Grid (Eliminate, Reduce, Raise, Create)
- Scenario Planning methodologies for preparing for multiple plausible futures
- Application exercise: Analyze organizational strategy using the Three Horizons model
Module 2: Establishing Vision
- Distinctions between mission and vision statements
- Analysis of strategic plan failures and mitigation of common pitfalls
- Developing a clear, measurable, and robust organizational vision
- Utilization of OKRs, OGSM, and V2MOM frameworks to translate vision into actionable goals
- Hoshin Kanri Catchball methodology for iterative alignment across organizational tiers
- Six best practices for achieving vision alignment and stakeholder engagement
- Workshop: Draft a vision statement and cascade objectives using an OGSM template
Module 3: Becoming Strategic
- Distinctions between strategic planning and strategic thinking as complementary disciplines
- Techniques for strategic analysis under conditions of uncertainty
- Communication strategies for strategic influence and persuasion
- Identification of essential competencies for strategic success
- The McKinsey 7-S Model: diagnosing alignment among strategy, structure, and shared values
- Developing a strategic mindset characterized by curiosity, reframing, and long-term orientation
- Case study: Diagnostic analysis of organizational misalignment using the 7-S framework
Module 4: Establishing Strategy
- Translating vision into operational reality through strategic options and initiatives
- Guide to framework selection: Comparing OKRs, Balanced Scorecard, OGSM, and Hoshin Kanri
- Stakeholder identification and power-interest mapping techniques
- Strategies for cross-organizational buy-in through coalition and alliance building
- Identification of potential conflicts and methods for addressing objections
- Strategic implications regarding resource allocation, organizational structure, and culture
- Application exercise: Develop strategic options and map stakeholders for a designated initiative
Module 5: The Implementation Process
- Resource allocation, strategic planning, and control mechanisms
- Planning tools: Gantt charts, RACI matrices, and milestone tracking
- Alignment of objectives, tasks, and communication for the implementation team
- Managing the dual operating system: distinguishing projects from Business as Usual
- The ADKAR model: Awareness, Desire, Knowledge, Ability, and Reinforcement
- Kotter’s 8-Step model for leading organizational change
- KPI tracking: utilizing leading indicators (predictive) and lagging indicators (outcomes)
- Systems thinking for change management: minimizing disruption and building support
- Workshop: Construct an implementation roadmap with change management milestones
Requirements
Eligibility Requirements
- Previous tenure in a supervisory, leadership, or management capacity.
- Working knowledge of fundamental business planning principles.
- Specialized expertise in strategic frameworks is not a prerequisite.
Target Participants
- Managers responsible for products or services.
- Team leaders and managers at all stages of tenure.
- Directors of operations.
- Senior executive staff.
- Human resources administrators.
- Marketing directors.
These guidelines are designed to support professional development initiatives for government personnel.
14 Hours
Testimonials (1)
Very practical. Trainer was very flexible in ensuring we meet our needs.
