Strategic and Planning Management

Module I

Leading Creatively

Day 1:

Creative Problem-Solving

• Leadership Reality Assessment

• Leadership Vs Management

• Understanding Our Brain Function

• Myths of Creativity

• The limitations of the rational

• Divergent approaches to problem-solving

• Letting go of logic

• Analogous thinking modes

• Convergent and divergent modes

Day 2:

Overcoming Personal Blockers to Creativity

• Sigmoid Curve - Lifecycle Model

• Continuous Improvement

• Breakthrough step change

• Self-awareness and the nature of the ego

• Personal goal alignment

• Adaption and innovation: personal preferences for creating meaning

• Exploring attitudes to risk

• Left- and right-brain thinking

Day 3:

Developing the Vision Creatively

• Six thinking hats

• Using differing thinking styles

• Johari's window

• The business plan process & creating a vision

• Harnessing the power of the team

• Organizational culture and its influence on innovation

• Letting go of the ego

• Working with different creative preferences

Day 4:

Communicating the Vision Creatively

• The 7 Step Creative Process

• Models of communication

• Viral visioning

• Authenticity and trust

• Creativity tools, techniques & strategy

• Letting go of the vision

• Leading without directing

• Possible leadership beliefs

Day 5:

From Ideas to Action: Creativity and Change

• Motivation - Hierarchy of Needs

• Overcoming organizational barriers to creativity and change

• Nurturing a learning environment

• Is Money a motivator?

• Personality Profiling

• Building a creative consensus

• Engaging stakeholders creatively

• Influencing and motivating through change

Module II

Strategy & Strategic Planning

Day 6:

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 - macro-environmental 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 7:

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 8:

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 9:

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 10:

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 Strategic and Planning Management