Introduction

This workshop introduces the principle of strategy and develops an effective process for developing strategy at all levels in an organization. This workshop will also focus on the critical roles of team leader and middle manager in harnessing their team's potential and introduces and practices techniques for moving the team to peak performance.

Key highlights of the course are:

• Business analysis

• Strategic team working

• Strategic presentation skills

• Identification and use of team members’ talents and preferences

• Structuring the team for peak effectiveness

• Creating and communicating a compelling vision

• Motivating and developing your team

• Managing performance and conflict

The seminar is split into two modules:

MODULE 1- Strategy & Strategic Planning

MODULE 2 -Leading High-Performing Teams

Each module is structured and can be taken as a stand-alone course; however, delegates will maximize their benefits by taking Module 1 and 2 back-to-back as a two-week seminar.

Objectives

By the end of this program you will be able to:

• To define and to demystify the concepts of ‘strategy’ and ‘strategic plans’, but also to demystify the strategic process - as part of ‘Helicopter Thinking’

• To break the strategy process down step-by-step, providing a practical toolkit for managers for each key stage

• To illustrate it through some well-chosen and highly stimulating case studies - and to distill the lessons from this

• To apply it to your own area of management responsibility - through planning the analysis, option generation, choice, implementation and measurement phases of strategy

• To put this within the overall context of the organization and of the change and influencing process generally

• To give you a lot more confidence in managing your role strategically within your organization

• To understand your role as a manager and a leader

• To establish clear objectives and standards of performance for your team and to manage and use conflict and challenge

Methodology

The seminar uses a range of approaches to learning, including experiential group activities, individual exercises, mini-case studies, role plays, and syndicate discussions. Formal inputs are used to introduce underpinning theory. A key part of the learning process is sharing the differing experiences participants bring, as well as experimenting with a novel – and sometimes challenging – techniques.

Organizational Impact

• Much better decision-making and time and resource allocation - leading to better organizational and individual performance

• Use of a well-proven planning process

• More effective implementation

Fully functional teams are at the heart of organizational performance. Leaders at all levels who can effectively structure, integrate, and motivate their teams are better able to focus on longer-term organizational and customer needs.

Personal Impact

• Increasing career flexibility (vertically and horizontally)
• Accelerated thinking speed and problem resolution for all difficult dilemmas
• Far greater motivation and proactivity
• Exposed to a range of perspectives on teams and the leadership function, sharing examples of best practices and together solving real and simulated team performance issues.
• Practice new and sometimes challenging techniques will build flexibility and confidence in harnessing the power of the team.

Participants will be exposed to a range of perspectives on teams and the leadership function, sharing examples of best practices and together solving real and simulated team performance issues. Practicing new and sometimes challenging techniques will build flexibility and confidence in harnessing the power of the team.

Outlines

Module 1

Strategy and Strategic Planning

DAY 1

Strategic Thinking and Business Analysis

• What are strategy and strategic planning?

• Why are strategy and strategic planning important?

• What are the main conceptual frameworks?

• External analysis - understanding and analyzing business attractiveness - macroenvironmental factors, growth drivers, competitive forces, market dynamics

• Benchmarking your own strategic position/competitor analysis

• Analyzing customers

• “Thinking backward from the customer”

• Mini-case on importance of external analysis

DAY 2

Internal Analysis and fusion of analyses into strategic options

• The interface of external and internal analysis

• Internal analysis: financial

• Internal analysis; non-financial

• The concept and practicalities of the “balanced scorecard”

• Diagnosing strategic problems and opportunities

• A fusion of analyses into strategic choices - SWOT and the strategy matrix

• Case examples of strategic choice

• Mini-case on importance of internal analysis

DAY 3

Strategic plans and the relevance of alliances and joint ventures

• Review of the tools used so far

• The content of a strategy: avoiding “paralysis by analysis”

• Putting a strategic plan together – the 5-page framework

• A real-life example of a business strategy/strategic plan

• Strategies for alliances and joint ventures

• Example of best practice in alliances and joint ventures

• Introduction and briefing for the main case study

• First-phase group work on the main case study

DAY 4

Global strategy, teambuilding and the management of internal communication

• The essence of globalization and global strategy

• Globalization – the strategic dimension

• Globalization – the organizational dimension

• Globalization – the human dimension

• How to build and manage a strategic planning team

• Communicating strategy through the organization

• Gaining your team’s commitment and buy-in to the strategy

• Second-phase work on the main case study

DAY 5

Strategic implementation and getting the value out of strategy

• Final-phase work on the main case study

• Group presentations of the main case study

• Effective execution - converting strategic analysis and planning into action

• Linking strategy with operational objectives

• Implementation – getting practical things done

• Strategic planning of your own career

• Creating tomorrow’s organization out of today’s organization

• Conclusion - the corporate and individual value of strategic thinking