Introduction
Reflect the past to understand the present and shape the future
Strategic thinking and planning for organizations is not considered fun. This is often done under duress because it is required. To think strategically means more than just doing a plan and trying to execute it. Companies and organisations which do a good job at thinking strategically are able to do so because of these key factors:
- They have a planning process which looks at all internal and external factors which will help to develop the strategy
- They have a working environment where ideas are challenged at any level by any level
- Executives are able to see the trends affecting their business because they are highly informed from a wide variety of sources
- Have the skills necessary needed to develop and execute the direction that is needed for the organisation to succeed
Why You Should Attend this Course:
About 70% of the Fortune 1000 companies use the Balanced Scorecard to help them manage their key performance indicators. The ability to change requires great effort on the part of the company executives to spend time thinking. Thinking cannot be done on the go; it has to be a structured process, which leaves nothing out.
In addition, succession planning can help develop a diverse workforce by enabling decision makers to look at the future make-up of the organisation as a whole.
Benefits/ Learning Outcomes
To think strategically means more than just doing a plan and trying to execute it. Participants have to:
- Have a planning process which looks at all internal and external factors for developing the strategy
- Identify the macro and micro environmental forces likely to affect the future decisions
- Create possible scenarios for each department/division that reflect critical drivers, environmental forces and uncertainties in each of the decision areas identified
- Review and understand how to create strategic planning framework
- Review and revisit the vision, mission & strategic goals
- Develop and improve the marketing and business strategic plans using the overall framework and approach to ensure proper alignment with the corporate-level plan
- Identify critical success factors and develop a strategy map for developing manpower and succession planning programme
- Analyse critical jobs that require coaching, mentoring and training
- Examine methods of grooming high-potential employees for advancement by narrowing developmental gaps between present performance and future potential
- Identify appropriate assessment and selection tools
- Formulate metrics and key performance indicators for areas to be measured
- Identify gaps in measurement and create an action plan to fill the gaps
Course Content
Course Outline:
Day 1
CREATING OUR FRAMEWORK AND STRATEGIC PROCESS
- So what is a strategy?
- Why is a strategy important?
- An Overview of The Strategy Process
- The formula for success
STRATEGIC PLANNING & ANALYSIS MODEL
- The stages of planning
- Strategic management
- thinking, planning & implementation
- Understanding Scenario Planning & its Purpose
- Group Discussion: External Environmental Scan
- SPECCTRe Analysis: rank the forces by importance & uncertainty
- SWOT : an analysis of the organisation/departments capabilities dealing with these changes/challenges
SETTING THE STRATEGIC DIRECTION FOR CHALLENGING BUSINESS PERFORMANCE
- The concept of a Business Idea & Leadership Model
- The Process of Reviewing our Mission & Vision
- Building corporate values
- Group work: Individual Corporate/Department Team
- review the vision and mission
- aligning the department’s mission & vision to the organisation
- Stakeholder Mapping:
- Establishing the Desired Assessment of Stakeholder Relationships Outcome
- Identify our Strategic Issues & Goals for next 3-year
Day 2
Mind Over Marketing
- Gap Analysis: Strategic vs Tactical
- Implications of Marketing
- Market & Customer Segments : Commonalities & differences
- Perceptions : Understanding what customers see & understand
- Understand the mind : People buy on emotions
- Understanding what criteria customers use to buy
- Developing the Product/Service Portfolio
- Stages in Product Life Cycle
- Core & Enhanced Products
- Philip Kotler: Tangibles and Intangibles
- Differentiation of products/services
- Product and Services Portfolio
- Ansoff: Product Market Matrix (Exercise)
- Product Development Process
Setting Up The Framwork For Execution
- Profiling the various components needed in a business and marketing plan
- Setting the objectives you need to achieve
- Pricing considerations: costs vs value - Bowman Strategy clock
- Strategies & some alternatives of pricing model
- Winkler Pricing Strategies
- How to monitor what is going on
- Techniques for measuring performance
Impact of Leadership in dormulating & Cascading Stategy
- Establishing Strategic Performance Indicators
- Deciding which aspects of performance to measure and how to measure
- Setting Objectives, Targets, Initiatives & Budget
- How to plan and execute the Process across the department
- Group work:
- Identifies what difference we are trying to make
- Creates critical success factors
- Ensuring proper alignment with the Corporate-Departments level
Review and sharing of key points
Trainer's Profile
Tina McDowell has been a trainer and consultant for the past 23 years. She has helped hundreds of people realise their potential as employees for their organisations. By making her courses highly participative, she instils a certain flavour of excitement in participants to improve at their jobs. In 1997, she inspired a group of people in Union Carbide to win the Chairman’s award for winning behaviours, productivity and costs saving.
Her experience includes conducting presentation skills, selling skills, sales & negotiations for sales executives & procurement executives. She has worked with sales executives and engineers in Nokia, Schlumberger & Texas Instrument Philippines to analyse their sales strategies to enhance partnership and engagement with the customers.
She has also done consulting work in many of the Asean countries including Singapore, Malaysia, Brunei, Thailand, Hong Kong, Indonesia, Taiwan, Korea, China, and Philippines.
