Business Strategy & Planning Toolkit
Course
In London
Description
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Type
Course
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Location
London
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Duration
2 Days
Analyse your business from a strategic perspective. Understand the complexities of strategy. Appreciate how strategy and business planning compliment each other. Prepare your business for future challenges. Formulate business and development plans. Understand and capitalise on competitive advantages. Improve your decisions on resource allocation. How to challenge current processes. Suitable for: Managers, leaders, operational staff and executives who want to be a part of the future direction, objectives and performance of the company.
Facilities
Location
Start date
Start date
Reviews
Subjects
- Business Strategy
Course programme
Business Strategy Toolkit
Course Programme
Strategy Thinking and Mindset
- Understanding the significance of ‘frames of reference’
- A review of people’s thinking styles and their influence on strategy
- Getting to grips with the concepts of ‘big picture and detail’ planning
- The importance of ‘Theory U’ and ‘Presencing’ for truly effective change
- Creativity and its central place in the planning mindset
Setting the Strategic and Business Planning Framework
- Organisational planning and some concepts behind them
- The difference between corporate level and business level strategy?
- Historical review of strategic development in the last 50 years
- The impact of both culture and strategic leadership on the planning culture
- Appreciating the importance of competitive advantage
- Developing a ‘focus on the future’ for direction setting
- The archetypal ‘Hero’s Journey’; assessing and managing its progression
- Prioritising important and/or urgent actions
- Creating the one page Strategic Plan
- Answering the ‘why-what-how-who’ questions of alignment
- Consider how ‘managing for value and values’ can drive the behaviours of a senior manager/director
STRATEGIC TOOLSETS
People and Culture
- The keys to developing a corporate vision, mission and purpose
- Understanding Maslow’s Hierarchy of Needs
- Richard Barrett’s ‘7 Levels of Human Consciousness’ for cultural transformation
- Stephen Covey’s ‘7 Habits of Highly Effective People’ plus the ‘8th Habit’
- Corporate values assessment and culture surveys
- Hofstede’s Cultural Dimensions
- Using Strength Deployment Inventory (SDI) and Insights to develop understanding
- Blanchard and the Situational Leadership Model
- Belbin’s Team Roles
Strategic Frameworks
- Development stages of the Strategic Evolution Framework
- Linking ‘Corporate Value to Individual Values’
- The Corporate Alignment Model (CAM)
- The European Foundation for Quality Management (EFQM) Model
- Scenario Planning
- Storytelling
- McKinsey 7Ss framework
- Kaplan and Norton Strategy Maps
- Peter Senge – The Fifth Discipline
Strategic Tools
- Porter’s value chain
- Political, Economic, Social, Technological, Economic and Legal (PESTEL) analysis
- Strength Weakness Opportunity Threat (SWOT) analysis
- Using a Dynamic SWOT analysis for driving strategy
- Creating Strategic Activity Trees (SATs) for logic and communication
- Using the uncertainty and importance grid to prioritise key activities
- Cognitive and Causal Mapping
- Fishbone analysis of problems
- Wishbone analysis of potential
- Benchmarking for gap widening
- Introducing force field and stakeholder analysis
Products and Markets
- Boston Consulting Group (BCG) matrix
- Market attractive business attractiveness (MABA) analysis
- Ansoff and modified Ansoff matrix
- GE/McKinsey multi-factor matrix
- Life Cycle analysis
- Directional policy matrix
- Porters competitive strategies
- The marketing mix – The 4 Ps
- Competitor profiling
- Gap analysis and perceptual mapping
- Porter’s five forces matrix
Financial
- Financial BCG development matrix
- Review of financial ratios including an Extended DuPont model
- Using the “value-over-time curve” for assessing financial attractiveness
- Developing budgets and forecasts
- Overhead analysis and costing including Activity Based Costing (ABC)
- Discounted Cash Flow (DCF) for investment decisions
- Review the concepts of Value Based Management (VBM)
Implementation
- Length, style, format of a strategic or business plan
- Scenario storytelling – The first ingredients of a communication plan
- Using “From-To” analysis to communicate the plan
- Using the “difficulty-over-time curve” to assess implementation difficulty
- Implementation Plans
- Key Performance Indicators (KPIs)
- Kaplan and Norton concept of the Balanced Score Card (BSC)
Additional information
Students per class: 18
Business Strategy & Planning Toolkit