Executing Strategy

Developing Strategic Influence


Overview

Day one: Influencing
Day two: Consulting
Day three: Strategizing

Who Should Attend

Generally, anyone who has to influence internal clients or senior executives will benefit from attending this programme. People with the following job titles have attended this event

  • Programme manager
  • Project manager
  • Business Development Manager
  • Market Manager
  • HR Partner
  • Head of HR
  • HR Executive
  • Procurement Manager
  • Strategy Manager
  • IT Manager
  • Finance Manager
  • Internal Consultant
  • Business Partner

Outline

Day one: Influencing

Rapport building when Influencing (Creating trust)

  • Who would influence you? (mini exercise)
  • The path to becoming a trusted adviser
  • The trusted adviser grid
  • Exercise – Profiling your top contacts (step one)
  • Social Style® - a behavioural tool for better working relationships
  • Exercise - profiling your top contacts (step two)

 Researching when Influencing (Identifying the key relationships)

  • Analysing stakeholder relationships
  • The stakeholder salience framework, identifying the key players
  • The influence versus attitude grid, focusing in on the people you need to engage
  • Mapping current attitudes versus desired attitudes
  • Exercise – produce a salience diagram, using a case study 

Rationalizing when Influencing (Choosing your working partners)

  • The need for realism – choose relationships carefully
  • Identifying potential allies
  • Assessing my/their needs and priorities
  • Working out what we have to trade
  • The importance of dealing with relationships
  • Influencing by ‘soft’ negotiations
  • Exercise - profiling your top contacts (step three)
  • Are you a colleague or a professional adviser? The crucial need to position yourself correctly

 Recommending when Influencing (Getting the right decisions)

  • Recognizing and overcoming cognitive bias
  • Irrationality in decision making, how to manage it
  • The impact of personality on decision making
  • A simple model to promote rationality
  • Understanding and leveraging stereotyping
  • Exercise - profiling your top contacts (step four) 

Day two: Consulting

Rapport building when Strategizing (Giving the right advice)

  • The advisory cycle explained
  • The advisory lifecycle steps and checklists
  • Framing advice 
  • The advisory styles and when to use each
  • Exercise – undertaking an initial adviser/client meeting

Researching when Consulting (Facilitating your clients)

  • Facilitation tools and techniques
  • Gaining consensus
  • Dealing with difficult personalities (the whiner, the 800lb gorilla)
  • Using focus questions, a tool to keep the group on track
  • Building a group memory 

Rationalizing when Consulting (Recognizing opportunities and risks)

  • Analysis and synthesis, the differences and how they fit together
  • Environmental (external) analysis
  • The PESTLIED mnemonic 
  • Organizational (internal)  analysis
  • The SWOT tool
  • Exercise – conduct an environmental analysis, using a case study

Recommending when Consulting (Making your point)

  • How to construct a punchy presentation
  • AIDCA – gaining and maintaining audience interest
  • Constructing a logic grid, to gain understanding and buy-in
  • Deductive and inductive presentation constructions, when to use each and how to create the logic
  • How to construct charts that add impact
  • Exercise  - create a punchy presentation, using a case study

Day three: Strategizing

Rapport building when Strategizing (Strategy as a dialogue)

  • Defining strategy
  • Alternative views of strategy from Porter, Ansoff, Mintzberg, de Gues and McGrath
  • Corporate and business unit strategies, how they differ and how they fit together
  • Strategic fit, concept and application
  • Stratexology® the craft of formulating and executing successful strategies
  • The future view and the challenges it raises
  • Setting long range direction
  • VMOST – promoting organizational alignment
  • Two challenges for strategists to solve, resistance to change and what scale of change is required 

Researching when Strategizing (Formulating strategy)

  • Strategic modelling
  • Generic strategies
  • Five competitive forces
  • GE/McKinsey nine cell grid
  • Making your own 2x2 matrices
  • Balanced business scorecard
  • Exercise – give advice to a CEO and team, in a simulated meeting 

Rationalizing when Strategizing (Planning for strategic execution)

  • Developing a gap analysis
  • Creating a strategy map
  • Identifying strategic themes
  • Producing a gap analysis
  • The organization as a complex system (McKinsey 7Ss)
  • Writing an impact analysis, to identify pain points
  • Gaining commitment, reducing resistance
  • Strategy review – the importance of organisational learning 

Recommending when Strategizing (Making your case)

  • The business case, typical format and purposes
  • Business target measures
  • The financial tools, Cost benefit analysis, Payback, WACC (weighted average cost of capital), Present value of future income and internal rate of return (IRR), Expected monetary value (EMV)
  • Defining non-financial benefits
  • Exercise – Select which of two projects should be undertaken