Developing the Strategic Manager

Course Overview

Today's managers need to develop a wider business perspective in order to progress within the organisation. They need to be more strategically aware in order to manage both the 'big picture' and the day-to-day demands or their department/business.

This course is an intensive programme that focuses on giving participants the skills to feel more confident about operating and influencing at a higher strategic level. It will enable them to ask the right questions and to contribute more effectively at strategic decision-making forums.

Audience

All managers who want to fast-track their understanding of the most important and effective strategic processes, ideas, tools and techniques.

Skills Gained

By the end of the course you will be able to:

• contribute to the strategic debate in your organisation so that the quality of strategic decisions is improved
• evaluate different strategic choices open to your organisation
• engage your team members in your organisation's strategic goals
• assist your organisation to capitalise on the knowledge, skills and abilities of its people
• adapt more quickly to new opportunities, and respond more positively to threats in the environment
• implement strategy more effectively.

Course Outline

Day 1

Welcome and introductions

• clarifying the strategic issues in your organisation
• what is/should be your role in strategy?
• a framework for understanding different approaches to strategy

Analysing how things are now

• clarifying your organisation's current mission, vision and values
• analysing the internal and external forces that impact your organisation - SWOT and PESTLE
• tangible and intangible assets to build on
• exploring strategic assets using asset mapping
• strategic positions
  • Boston matrix
  • Ansoff matrix
  • Porter's generic strategies
  • value chain analysis

Analysing how things can be in the future

• creating a future vision and the concept of BHAGs
• scenario planning.

Day 2

Strategic change

• types of change
• analysing the choices available to manage change
• systemic thinking
• engaging people in the change process
• communicating strategic change and overcoming resistance

Strategic influencing

• overcoming groupthink
• strategic networking and using politics positively
• influencing upwards
• strategic influencing without using formal authority

Closing the knowledge-doing gap

• roadblocks to doing: the smart-talk trap
• converting knowledge into value added action
• crafting an implementation plan.