Strategic Thinking and Analysis – Decision Support Techniques
Short course
In Victoria, Coventry, St Helens and another venue.
Description
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Type
Short course
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Location
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Duration
2 Days
This seminar takes a deeper dive into a number of key aspects of strategic thinking, decision making and planning, with a focus on pragmatic competitive strategy.
Facilities
Location
Start date
Start date
Start date
Start date
Start date
About this course
After attending this seminar, you will be able to:
Apply decision support tools;
Assess a market and segment size;
Assess competition;
Deal with changing markets;
Define Key Performance Indicators;
Create strategic themes and a gap analysis;
Evaluate strategy for effectiveness;
Analyse strategic analysis tools for suitability.
People who have a basic working knowledge of the strategic management lifecycle and standard tools. (Our seminar code ST101 is recommended). 25-35 year old junior/middle managers.
No pre-reqs.
Very high quality tuition, along with the best value pricing in the UK.
Email contact with information, telephone call if requested.
Reviews
Subjects
- Decision Making
- Market
- Strategic thinking
- Analysis
- Business Strategy
- Business planning
- Changing Markets
- Assessment
- Analytical Tools
- KPIs
Teachers and trainers (1)
James Graham
Senior Partner
James Graham is a practitioner and tutor specialising in analysing, formulating and executing strategy. He has experience of working in nearly 40 countries and has facilitated over 500 seminars since 2002, in Africa, Asia, Europe, the Middle East and North America, giving him a good appreciation of cultural differences and how to succeed in multicultural environments. His style is pragmatic and he is able to explain complex concepts in a way that is easy to understand. James was awarded a masters degree following studies at Nottingham Business School.
Course programme
Module One - Strategic Thinking and Decision Making
- Why strategic thinking means solving Ill formed problems
- Empirical evidence, balancing facts and assumptions
- Primary data and secondary data, the difference and why it is important
- The importance of solving the right problem
- The art of abstraction
- Inductive and deductive techniques
- Decision support tools, decision trees, Poor Mans Hierarchy technique
- Chain linked problems
- Balancing benefits and risks
Module Two - Assessing Market Size
- Sizing the market and identifying segments
- Methods of demand forecasting (statistical, survey)
Module Three - Assessing Competition
- Industry/sector lifecycles, timing entry and exit
- Rating competitive position
- Product/market modelling (Ansoff's Grid, Ohmae's Four Routes to Market)
- Competitive forces modelling (Five Forces)
- Other factors impacting the marketplace
Module Four - Dealing with Changing Markets
- Deliberate strategy and emergent strategies
- The effect of environmental turbulence on strategic execution
- Using emergent strategy as competitive learning
- The power of statements of strategic intent in emergent environment
Review of Day
Agenda day 2
Module Five - Defining KPIs (Key Performance Indicators)
- Setting SMART objectives
- Profit related measures
- How strategic objectives drive performance
- Creating sustainable strategic objectives
Module Six - Translating Strategies into Actions
- How to align strategy with actions
- Developing strategic themes from strategic objectives
- How to perform a gap analysis, to identify improvement opportunities
- Identifying tasks to execute
Module Seven -Evaluating Strategy
- Reviewing the business case and outcome
- Multi-loop analysis
- Incorporating lessons learned
- Links to emergent strategy
Module Eight - Assessing Analytical Tools and Techniques
- Why do we need to assess analytical tools and techniques?
- Key factors for assessment
- Developing an TATSPA assessment framework using the "Poor Mans Hierarchy" technique
- Selecting the appropriate mix of tools and techniques
Review of Course
Additional information
Strategic Thinking and Analysis – Decision Support Techniques