Presented by
Falconbury

The A-Z of Strategic Management

This *In-house* training programme takes your management team on comprehensive journey through the strategic management lifecycle, populated with over 35 useful tools and techniques for analysis and planning

Find out more

  • Format: Bespoke training

Sample programme - Day one

Exercise – Identifying any specific learning requests

The Strategic Context
  • What is strategy?
  • The concept of organizational 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 Company’s challenge from Michelin

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 competitive learning process
  • Strategy as a transformative process
  • The importance of creating a compelling vision

Exercise – develop a vision statement using a case study

Environmental Turbulence
  • 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

Sample programme - Day two

Internal Analysis Frameworks
  • Firm’s lifecycle model
  • Value chain analysis
  • Core competence analysis

Exercise – produce a value chain analysis for an exemplar organisation

Exercise – produce a core competence analysis for exemplar organisation

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 organisation

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 organisation

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 – use scenario planning techniques to create two scenarios (worst case, best case), for the business environment

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

Sample programme - Day three

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 – conduct a portfolio analysis and make recommendations about strategic choices

Exercise – critique an organizations strategic approach, using a case study of a successful global consumer goods company

Developing 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, identifying strategic themes

Planning 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

Exercise – write 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

Exercise – conduct a stakeholder saliency analysis, using an organization in your region

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 prepare 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 assemble a recovery plan

Recommended speaker

James Graham has over 30 years’ experience in strategy and execution, gained as a practitioner and developmental facilitator in 38 countries in Africa, Asia, Europe, the Middle East and North America. He was awarded an MSc degree in Consulting, is PMP® certified and holds a British Computer Society Certificate in Business Process Modelling.

He is passionate about helping people to develop themselves and makes complex topics easy to understand, by ‘chunking’ them into digestible and logical modules, combining short and focused theory blocks, with ample ‘hands on’ interactive exercises, where participants are able to apply all four learning styles (activist, pragmatist, reflector and theorist) to practice newly gained skills.

We don't have any currently scheduled dates for this course but we can customise it to your requirements and deliver it on an in-house basis for any number of your staff or colleagues.

See below or contact us to discuss yor requirements.

Multiple colleagues?
Talk to one of our training experts to discuss how to:

Run this course conveniently and cost-effectively in-house for your staff and colleagues

Aleksandra BEER
Training expert

+44 (0)20 7749 4749

inhouse@ipi.academy