Strategic Thinking and Planning

An organization without a strategy is like a ship without a rudder.

Programme Code
TR-1021
Duration
5 Days
Delivery
Classroom - Virtual
Programme Overview

An organization without a strategy is like a ship without a rudder. How can organizations continue to provide exceptional value to stakeholders and customers if they are not clear on where they are heading and how they will get there? The answer is they can't. This is where the role of strategy becomes essential. Strategy is about setting ambitious goals, understanding the surrounding current and future environment and providing a sense of direction for the organization. In this course, we will cover the 7 steps of the strategy management process, starting with the 'thinking' components of strategy, moving into the 'planning' components and ending with 'execution'.

Programme Objectives

By the end of the course, participants will be able to:

  • Apply strategic thinking to analyze an organization’s current environment
  • Employ the strategic management process to best achieve the desired ambition
  • Choose strategies that create a sustainable competitive advantage for the organization
  • Determine strategic objectives, Key Performance Indicators (KPIs) and 'SMART' targets for the organization
Target Audience

All managers and senior professionals who are involved in influencing, formulating or supporting the long term planning and strategy of their department or organization, as well as those who are responsible for linking, measuring and improving the performance of the organization, including strategy or performance management professionals, balanced scorecard managers, business unit and department managers and business analysts.

Target Competencies
  • Strategic thinking
  • Strategic planning
  • Performance management
  • Results orientation
  • Critical thinking
Programme Outline

Strategic thinking and planning

  • Strategy safari
  • The strategic management process
  • Strategic thinking versus strategic planning
  • Benefiting from strategic management
  • Analysis of the environment
  1. Porter's 5 forces
  2. Creating and capturing value
  3. Conducting a SWOT analysis
  4. Fundamentals of the PEDESTL framework

Vision, mission statements and values

  • Using vision and mission statements
  • Definition of vision statements
  • Formulating vision statements
  • Definition of mission statements
  • Formulating mission statements
  • Embracing organizational values
  • Communicating the vision, mission and values

Assessing strategic choices

  • Porter's generic competitive strategies
  • Value chain
  • Innovating in the industry value chain
  • Developing a competitive advantage

Strategic objectives, KPIs and targets

  • Ensuring strategic alignment in the organization
  • Developing effective strategic objectives
  • Using the Balanced Scorecard (BSC)
  • Using Key Performance Indicators (KPIs)
  • Characteristics of the right KPIs
  • Developing different types of KPIs
  • Setting SMART targets