Strategic Business Techniques

Case Study

• A pack of case study questions that will be used as a basis for group work in class to practically reinforce learning of topics covered during the day:
• - Corporate, business and functional strategy
• - Strategic analysis
• - Strategic choice
• - Strategic implementation

Other Extras

• Suggestions for further reading and study
  
• Certificate of attendance

Level: Introductory


Synopsis:
Strategic management is relevant to all organisations. Some organisations wish to be able to grasp opportunities in a structured way; other organisations find it difficult to choose the plans most beneficial for implementation; still others face significant problems that they must overcome for survival. In this course, delegates will be introduced to the language and broad themes of strategic management. Different models, illustrated by case studies, will be used to different ways of looking at the organisation.Through use of discussion and group activities, delegates will gain a practical appreciation of these models so that they can be put into use back in the office.


At the end of the course participants will be able to: Understand the language used by strategic management theorists . Appreciate the contribution strategic planning can make to organisational success . Use different ways of viewing the strategic management process . Implement a selection of both classical, and contemporary,models of strategic planning and implementation .


Prerequisites:
None


Suitable For:
Management accountants and other managers wishing to put strategic management models into action within their own organisations; junior managers needing an introduction to the strategic management process and their place within it.


Introduction

• What is strategic management?
• Strategic management and the management accountant
• Strategic language decoded

Corporate, business and functional strategy

• Levels of strategy
• The hierarchy of objectives
• Strategic drift
• Emergent strategies
• The 3 strategic lenses

Strategic analysis

• The external environment
• Porter's 5 forces
• Porter's diamond
• PESTLE analysis
• Strategic capability
• Kay's 9Ms model
• The value chain
• The Boston Consulting Group matrix
• Lynch's expansion matrix
• Diversification
• Stakeholder expectations

Strategic choice

• Generating strategic options
• Choosing strategic direction
• Strategic choice criteria

Strategic implementation

• Managing organisational resources
• Managing change
• The change process
• Where we are W2R
• Where we want to be W32B
• Going to get there GT3