Key Learning Objectives
- Understand the key components of a successful strategy management system
- Develop an Execution Toolkit to take back to your organization
- Learn about the principal processes necessary to support making your strategy work
- Find out the key cultural/behavioural factors that require proactive management, and which frequently act as the number one blockage to successful strategy implementation
About the Course
“Planning is relatively easy – the difficult bit is to deliver what we have planned” – this general theme is universally recognised by business management. This carefully structured course, directly addresses the underlying challenges of achieving successful strategy execution.
The programme is arranged around three main themes:
- The crucial importance of having a chosen business strategy that is clearly defined, facilitates ownership and measurement, and is cascaded/aligned throughout the organisation. Do you have a clear strategy?
- The key processes necessary to support successful strategy implementation/execution
- The key cultural/behavioural requirements to support (rather than to block) successful delivery of the chosen strategy. This is often the Number One area for improvement
Overall note about the course
The focus of the 2 days is implementation, NOT planning. Of course, you need to have a plan to be able to execute it, but the first theme of this course is not planning as such, but rather the need to define and document the already agreed plan in a manner which then facilitates ownership and execution.
The course will include a range of case studies, including some based upon the wide experiences from Alan Fell’s long career.
Delegates are requested to bring their laptops to support a number of hands-on individual or team exercises throughout the course.
Who Will Benefit
This course is designed for anyone who is responsible for preparing and implementing business plans and proposals. It is ideal for people who have to propose new business ideas to people in their own company – at any level such as planning, finance, accounts, development, operations, business development, strategic planning, business process re-engineering and strategy.
SESSION 1 – Introduction plus clarifying the Vision & Goals
- Introductions, plus an overview of strategy management including terminology
- Delivering what we promise: an overview of the key building blocks of execution
- Creating or refreshing the Mission, Vision and Values of the organisation
- Setting SMART Goals – measurably describing the Vision
- Having Values that genuinely describe the sought-after behaviours
SESSION 2 – Defining the Strategy
- Using the Strategy Canvas to clarify the customer value proposition and to support alignment and communication
- Using the Balanced Scorecard principles to:
- Documenting strategy through the cause-and-effect Strategy Map concept
- Translate strategy into relevant Key Performance Indicators KPIs and associated performance targets
SESSION 3 – Cascading Strategy and achieving an Aligned Organisation
- The principles of cascading and alignment – vertically and horizontally throughout the organisation
- How to cascade strategy, KPIs and targets
- The sensible sequence of cascading – it requires careful phasing
- Making strategy everyone’s job – alignment to each individual employee
SESSION 4 – Strategy Co-ordination and Management: the “Strategy Office”
- Creating an effective Strategy Office (OSM – office of strategy management)
- The roles and responsibilities of a proactive OSM function: what
they should, and should NOT, do …
- Interface between Strategy Office and the Business Units
- Alignment with the PMO and Strategic HR functions
SESSION 5 – Strategy Focused Organisation (SFO) – how good are your organisations strategy management processes?
- Using the “SFO” best practice framework to identify aspects requiring improvement – a recognised assessment methodology for strategy management
- Undertake the assessment for your organisation – and understand the weak-links to be addressed
SESSION 6 – Effective Monitoring of Strategic Progress
- The management review process: purpose and frequency
- Understanding and analysing variances – and their underlying causes
- Who should attend: cascading the review process within the organisation
- “Rules of engagement” – setting and enforcing the ground-rules for how the management review process should be organised to be effective (note – this is a weak link for many organisations)
SESSION 7 – Cultural overview, plus Change Management & Communication
- The overall need for cultural alignment
- Creating the understanding and urgency for change – not “resistance to change”
- Using the Kotter 8-step change model and assessing change management capability
- Communicate, communicate, communicate: creating an environment where effective communication is a way or life, not a one-off wonder
SESSION 8 – Performance Culture and Accountability
- Creating clarity of ownership and accountability – collective and individual
- The arguments for, and against, a carrot-and-stick reward / bonus culture
- Aligning compensation to strategy implementation: the key decision points – and how to avoid the common design mistakes that negate the positive behavioural impact of a welldesigned compensation scheme.
when & where
19 - 20 Feb 2018
On-site & in-house training
Deliver this course how you want, where you want, when you want – and save up to 40%! 8+ employees seeking training on the same topic?
Talk to us about an on-site/in-house & customised solution.