Creating Strategy

Introduction to Strategic Thinking and Planning


The seminar provides an end-to-end view of the strategic management process, from developing a vision and mission, performing strategic analysis, making strategic choices, to creating cascading objectives, planning strategic execution and evaluating the effectiveness on the process.  It is a course suited to people who want an introduction to the area, a refresher or strategists wishing to formalize their knowledge.  The course includes classic strategic models, tools and techniques that are typically found on MBA programmes.

Who Should Attend

Middle/senior managers who are involved in formulating or executing strategy or strategic plans.


The Strategic Context

  • The concept of organizational strategic alignment
  • The layers of strategic planning
  • Descriptors of strategic thinking

The Development of Strategic Management

  • The strategic management timeline
  • Six key strategic management models
  • The crucial importance of creating a compelling vision

Environmental Turbulence

  • The emergent environement and how it impacts the strategist
  • The effect of turbulence on the environment
  • Learing from the experience

Appylying Strategic Thinking Techniques

  • Decision making
  • Dealing with cognitive bias
  • Developing a strategic mindset
  • Inductive and deductive techniques
  • Creating thinking in strategy formulation

Understanding Strategic Analysis

  • Five forces analysis
  • The role of strategic audit
  • Value chain analysis
  • SWOT analysis
  • Scenario planning

Making Strategic Choices

  • Selecting a generic strategy
  • Blue versus red ocean thinking
  • Four routes to strategic advantage
  • Portfolio selection tools
  • Red Ocean techniques
  • Blue Ocean techniques

Selling Strategic Objectives

  • Setting SMART objectives
  • Profit related measures
  • How strategic objectives drive performance
  • Objectives for not for profit
  • The balanced scorecard and how to use it

Developing Strategic Themes

  • Strategy Maps
  • Developing strategic themes from strategy maps
  • How to perform gap analyis

Executing Strategy

  • The dynamics of paradigm change and how these drive execution
  • Three challenges to sucessful execution
  • Preparing for strategic execution
  • Conducting an impact analysis
  • The task environment and planning for change
  • Roles of the strategic and operations team
  • Stakeholder management techniques and gaining engagement
  • Overcoming resistance and gaining buy-in
  • Managing risks in execution

Evaluating Strategy

  • Learning from outcomes
  • Learning from faliure