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
- Definition of strategic concepts and identification of three primary domains within corporate strategy.
- Integration of Process, Content, and Context to unify the core strategic areas.
- Foundations of Systems Thinking applied to strategic analysis.
- Application of the McKinsey Three Horizons framework to balance core operations, growth initiatives, and long-term investments for government agencies and private sector organizations alike.
- Blue Ocean Strategy methodology utilizing the ERRC Grid (Eliminate, Reduce, Raise, Create).
- Scenario Planning techniques for preparing multiple plausible futures.
- Exercise: Map organizational strategy using the Three Horizons model for government entities.
Module 2: Establishing Vision
- Differentiating between Mission and Vision statements to ensure clarity.
- Analysis of common causes for strategic plan failure and mitigation strategies.
- Development of robust, measurable, and clear vision statements.
- Overview of goal-setting frameworks including OKRs, OGSM, and V2MOM for translating vision into actionable objectives.
- Hoshin Kanri Catchball process to ensure iterative alignment across all organizational levels for government operations.
- Review of six key best practices for securing vision alignment and stakeholder buy-in.
- Workshop: Draft a strategic vision statement and utilize an OGSM template for cascading priorities in government contexts.
Module 3: Becoming Strategic
- Distinction between strategic planning and strategic thinking as complementary disciplines.
- Development of techniques for strategic decision-making under conditions of uncertainty.
- Communication skills necessary for strategic influence and persuasive advocacy.
- Identification of critical competencies required for strategic success in the public and private sectors.
- Application of the McKinsey 7-S Model to diagnose alignment among strategy, structure, and shared values.
- Cultivation of a strategic mindset characterized by curiosity, reframing, and long-term orientation.
- Case study: Analysis of organizational misalignment using the 7-S framework for government institutions.
Module 4: Establishing Strategy
- Translating vision into actionable strategic moves and alternative options.
- Guide to selecting appropriate frameworks, including OKRs, Balanced Scorecard (BSC), OGSM, and Hoshin Kanri for government planning.
- Stakeholder identification techniques and power-interest mapping.
- Strategies for securing cross-organizational buy-in through coalition building and alliance development for government initiatives.
- Identification of potential conflicts and methods for addressing objections.
- Assessment of strategic implications regarding resource allocation, structural adjustments, and cultural considerations.
- Exercise: Development of strategic options and stakeholder mapping for a real-world government initiative.
Module 5: The Implementation Process
- Strategies for resource allocation, planning execution, and control mechanisms in government programs.
- Utilization of planning tools including Gantt charts, RACI matrices, and milestone tracking for government projects.
- Alignment of objectives, tasks, and communication channels among implementation teams.
- Management of the dual operating system balancing strategic projects with business as usual activities for government agencies.
- Application of the ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) to drive adoption in government settings.
- Kotter’s 8-Step model for leading organizational change within public sector contexts.
- KPI tracking methodologies using leading indicators (predictive) and lagging indicators (outcome-based).
- Application of Systems Thinking to minimize disruption and build support for change initiatives in government.
- Workshop: Creation of an implementation roadmap incorporating change management milestones for government programs.
Requirements
Prerequisites
- Previous experience in supervisory, managerial, or team leadership capacities.
- Working knowledge of fundamental business planning principles.
- No prior expertise in specific strategic methodologies is required.
Audience
- Product and service managers.
- Team leaders and managers, including both newly appointed and tenured personnel.
- Operations directors.
- Senior management officials.
- Human resources managers.
- Marketing managers.
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.
