Strategic Planning Training Courses

Strategic Planning Training

Strategic Planning courses

Strategic Planning Course Outlines

ID Name Duration Overview
103 Strategic Planning in Practice 14 hours This training course has been created for investors, business owners, directors, managers, executives and analysts who need to develop strategic planning skills. It is not designed for academic purposes, but to start realizing your dreams today. This course focuses on strategic planning for businesses in which flexibility and constant learning is the most important thing. The main emphasis is corporate and investment strategy using current real-world examples. Each course member will have the opportunity to create a strategic plan and learn how to implement it in practice. Strategic Planning Overview Strategic planning - why, when and what for? When is strategic planning not desirable? Strategic Analysis Strategic Planning Levels Corporate Strategy SBU/Business and Division Strategy Operational Strategy Creating the Strategic Plan Vision Mission Values and behaviours Goals, tasks and responsibilities Methodologies Creating tasks using the SMART framework Business Motivation Model Quick overview of the standard Software supporting Strategic Planning process Strategy Implementation Information systems Assigning tasks Employee motivation Strategic planning as an On-going Process Who should be responsible for strategic improvements? Using Business Motivation Model software to keep your strategy up to date How to relate your processes to your business plan Importance of Business Process Management (BPM) Balanced Scorecard and performance measurement
9183 Business Plan building with Business Motivation Model 14 hours Attendees will learn the principals behind the modeling of business strategy, and the specifics of doing so using the Business Motivation Model from the OMG. Delegates will build a company business plan during the course complying to the BMM standard The Business Motivation Model Overview Key Ideas in the Business Motivation Model Business Perspective Motivation Reaction to Change Separation of Concerns Decomposition Metrics Overview of BMM Structure End Means Course of Action Directive Influencers Assessments Externally-referenced Business Model Elements Organization Unit Business Process Business Rule Associations between Externally-referenced Concepts Common Business Vocabulary Processes Supported by the Business Motivation Model Business Motivation Model Structure Business Planing Process Preparing Vision Market analysis Creating Ends and Means Business Process mapping Executing the model
21641 Change Management 21 hours Audience: This course is designed for all staff requiring a wider view of the Change Process to get the best results for their part of the business Format of the course A combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies At the end of this course, attendees will be able to: Explain the basic Change Strategies that underpin the planning for change in an organisation Understand the use and application of the 9 Change Principles Construct a Change Plan suitable to their part of the business Basic Change Strategies How do we decide where the business is now? Once that decision is made we can begin planning for change which will involve: Planning to Attack: challenging the competition Planning to Defend: protecting our current position The 9 Change Principles in detail Compelling Reason for Change Clear Vision and Objectives Context for Change Momentum Stakeholder Engagement Alignment Embedding Change Great Sponsorship Emotional Responses to Change Resistance to Change Why do people resist change? What are the potential benefits of resisting change? Team Development through a Change Process What are the challenges to teams in change environments? What are the potential benefits of resisting change? Handling Conflict What should we do when change goes wrong? How do we deal with conflict in the change process? Action Planning Creation of a implementable Change Plan for a part of the business
139416 Strategic Development Thinking, Planning, Management and Leadership Skills Workshop 35 hours Overview This 5-day course will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a banking environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.   The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviors that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution. Learning Objectives After attending this course, delegates will be able to: Describe the main problems that are faced by a large bank; Explain the various approaches to organisational development planning; Analyse the current business environment and influences affecting the organisation; Analyse resources within and external to the organisation; Explain the various approaches to managing strategy and it place in the business plan; Evaluate the alternative development strategies so as to recommend the one(s) most suited to the needs of the firm. Apply a deeper understanding of strategic development plans; Discuss objectively the risks, benefits and costs that accompany the implementation of the new strategy including managing conflict in a team; Define approaches to managing the identified risks; Analyse the potential impacts on his or her firm (both positive and negative) that will result from implementing the new strategy; Design policies, systems and processes to successfully implement the emergent strategic plans; Cover the key steps in change management Who Should Attend Product/Service Managers Newly appointed as well as established Managers and Team Leaders Heads of Operations Senior Bank Managers Human Resource Managers Operations Managers Marketing Managers Methodology The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience.  There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments.  Open forum discussions will also be a key element. Session 1: Strategic Thinking The meaning of ‘Strategic’ Three Core areas of Corporate Strategy Process, Content Context Process linking the three core areas Session 2: The Challenges of Leadership Management & leadership Leadership theories Expectations of leaders and their staff Identifying leadership traits What makes a good leader Inspiration, impact and charisma in leadership versus the “loner” Transformational leadership Case Study/Exercise Session 3:  Establishing a Vision ‘Mission’ Vs ‘Vision’ Why strategic plans fail and how to avoid failure Agreeing a Robust Vision The Need for Clarity and Measurability Getting Buy-in to the Vision Case Study/Exercise Session 4:  Becoming Strategic ‘Strategic planning & thinking Developing techniques to think strategically Communication Identifying critical skills needed to succeed Case study/Exercise Major Case Study Workshop :  Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision. Session 5:  Analysing the Current Business Environment and Influences External Environments The General Environment What are the Key Influences Impacting Business Product/Service Cycles Customer Analysis  Case Study/Exercise Session 6:  Analysis of Resources Analysing the Orga​nisation The holistic approach Silo Issues Cross Organisational Assessment Assessment: Financial, Human Resources, Operations, Systems, Style Case Study/Exercise Session 7:  Motivation & Change Management Motivational theory Practical motivation Money as a motivator Change agents Resistance to change The DREC curve Approaches to change management Case Study/Exercise Session 8: Establishing the Strategy Turning ‘Vision into Reality’ Creation of Strategic Movement Developing Strategic Options  Strategy Implications Identifying the Stakeholders Cross Organisational Buy-in Potential conflict areas Countering Objections Case Study/Exercise Session 9: Projects and Measures of Success New Projects Vs Business as Usual The need for KPM’s Measurement approaches Using the Scorecard Approach Key business drivers and traceability Hard & Soft Measures Establishing a metrics framework Project Tracking Risk reporting Case Study/Exercise Session 10: The Implementation Process Resource allocation, strategic planning and control Planning tools Objectives Tasks Communications Resource Allocation Resource characteristics Building the team Projects Vs ‘Business as Usual’ Case Study/Exercise Session 11: Managing the Strategic Change including Conflict Management The need for conflict – is it healthy Conflict as a problem The causes of conflict Managing, mitigating and/or avoiding conflict The impact of the change and managing the effects Selling the benefits of change to the organisation Minimising the downside Keeping the plan on track Case Study/Exercise Session 12: Assessing Your Team Preparatory work Personnel files Work Records Other colleagues Meetings Discussion groups & Forums Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss. Session 13:  Dealing With people Management styles Behavioural styles Bank cultural style Bank and management policy style Your personal style Meetings One to one encounters Overcoming resistance Dealing with your own bosses Selling issues and challenges to your team Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this? Session 14:  Communication Skills Different styles Corporate/Management style Oral, written, electronic Encouraging two way communication Encouraging esprit de corps Using “Top down” directives Dealing with resistance Case Study/Exercise:  Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how? Session 15:  Management styles Textbook definitions Your preferred style Your institutions style, your boss’s Style What works best for your department What works best for the team Case Study/Exercise:  Do you think the collegiate style of management favoured by most management gurus is the best? Session 16:  The Role of a Manager The move from Team member to Supervisor The role in ensuring my Team achieves Team goals Ensuring the Team continuously improves Managing the whole role – time management & effective goal setting Leadership ‘Presence’ – looking like the Leader The Influence of Supervisor Behaviour – on the Team, on each Team Member The focus of the effective Supervisor Case Study:  You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this? Session 17:  Managing Problems Dealing informally, semi formally and formally Methods of problem solving Enlisting help and guidance Resolution Referral Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief? Session 18:  Motivation Basic motivating factors Creating the right environment Carrot/stick approach Nurturing Patronage Case Study/Exercise:  How would you persuade your team to work on a weekend without extra reward?  Session 19:  Delegation The art of delegation When to delegate Supervising Avoiding overkill Monitoring What is trade finance Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this? Session 20:  Conflict & Resolution Main causes Resolution methods Involving management Dealing with challenges to your authority Formal procedures Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority? Session 21:  Staff appraisals Importance Objective Remuneration considerations Appraisal Encouragement and guidance Dealing with weaknesses Case Study:  You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.

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