The Art of Strategic Management (Certified Strategic Planner)

Ref	MG 291	MG 621
Dates	14 - 18 June 2010	22 - 26 November 2010
Venue	Marbella	Geneva
Fees	US$ 4450	US$ 4450
CPE Credits	30	30

INTRODUCTION

Gain insight into what top management is thinking and why, so you can better perform in your organisation! This powerful new programme offers an overview and introduction to strategy for those who are not directly involved in strategy formation, but who want to expand their perspective and understanding of strategy’s impact on their work lives and the success of their company. It is designed to provide a perspective and vocabulary about strategy that enables the participant to constructively support the strategic direction of the firm. In this programme you will learn how to:

Better communicate with the leadership of your organisation
Understand your job in the broader context of strategy implementation for the firm
Understand the interactions between your organisation and the environment in which it operates
Recognise strategic moves of competitors and industry patterns that influence strategy success
Contribute to strategic success in your daily actions
Add value to your position: stay on top of external trends
Understand why your company undertakes a change

ILM CERTIFICATION

The Certified Strategic Planner is endorsed by the Institute of Leadership and Management (ILM). Delegates will complete an assessment at the end of the programme and, if successful, will become certified with the ILM. The assessment will focus on the topics covered by this programme.

WHO SHOULD ATTEND?

This programme is suitable for professionals who are required to make strategic decisions as well as give other professionals an understanding of how these are made

PROGRAMME OBJECTIVES

Provide a Strategy Vocabulary that Enables you to "Talk the Talk" with a Manager or Executive of your firm
Expand your understanding of wow Strategic Thinking has developed and evolved over the past forty years
Develop your appreciation of Strategy Formation and Implementation within your organisation
Link the Strategy of a firm with the Desired Outcomes of Revenues, Profits, and Growth through Value Creation and Market Focus
Link your Daily Activities to Your Strategic Direction so that you can locate yourself in the Strategic Process of your own firm
Recognise factors that induce change in strategy and what change might mean to your firm
Expand your ability to ask strategic questions and contribute to the Strategy Formation of your organisation

PROGRAMME OUTLINE

DAY 1 - Strategy Concepts

Recognise strategies within your firm as they are communicated and implemented
Recognise the pervasiveness of strategy in organisations
Identify the key strategies for every firm
Distinguish between the process of creating strategy and the content of strategy

DAY 2 - The evolution of Strategic Thinking

Follow the progression of strategic thinking in business and anticipate where strategy may next develop
Speak to the different conceptual frameworks from which strategic thinking has developed and identify which are active in your organisation
Recognise the commonalities that exist relative to different approaches of developing and implementing a strategy
Articulate the conceptual framework of strategy that your firm uses today

DAY 3 - Strategy Formation: A process for creating strategy

Recognise different approaches to creating strategy within an organisation
Identify the applicability of a particular approach with the characteristics of a firm and of the environment the firm faces
Match different processes to specific issues or situations that could develop in your firm
Strategy in the organisation
Connect the relationship between strategy formation and implementation and day-to-day activities
Recognise how strategy is created and implemented at multiple levels of the organisation
Assess how strategy formation relates to the complexity of your organisation and organisational structure and decision making

DAY 4 - Strategies for growth, profitability and value creation

Articulate the traditional view of growth and profitability and how that has changed in the last decade
Identify means by which an organisation can grow and determine which means your organisation is using at the moment
Relate Profitability to Value Creation for the customer
Strategy as the daily focus of the firm
Recognise Strategy as it is delegated through the organisation into daily activities
Relate Action Plans to strategic initiatives and individual performance
Create conditions that foster Achievement of Strategic Initiatives within the firm when strategy changes
Recognise and communicate to others the drivers for strategic change within your organisation
Use insights from past experiences with business and personal change to support the process of strategic change in your company
Increase the potential for strategic change in your organisation by managing your business in alignment with the strategy direction of the firm

DAY 5 - Engaging the organisation in Strategic Thinking

Ask Strategic Questions that relate to your work to the organisation's direction and strategic initiatives
Formulate Strategic Hypotheses that suggest directions for the firm to consider
Carry on Strategic Conversations that you want to have when you return to your workplace

ASSESSMENT

Following attendance on the programme you are required to complete an analysis on the area of the organisation for which you have responsibility, as to how it deals with competitors. You should bear in mind the topics covered on the programme.

The analysis should be accompanied by explanations to substantiate each claim or recognition of specific characteristics and indicate how these may influence future strategy in the organisation.

You are given 4 weeks to complete the assignment.

To Register on this seminar, please click here