Strategic Thinking & Business Planning
Gain the skills necessary to change from letting things happen to making things happen the way we want. These are necessary skills to:
• Develop a new company/division/department
• To grow an existing company/division/department
• To take charge of your own life.
Too often company professionals focus on fixing day to day problems. They react to problems, rather than focusing on what they would like
for the company to be and then making it happen. This program focuses on changing the way we think from reacting
(responding to day-to-day problems, fixing and repairing) to developing plans of what we want to have happen and then implementing the plans.
By the end of this programme you will be able to:
- Develop a plan to achieve the goals you want for you and your company.
- Change you and your organization from letting things happen to making things happen the way you want.
- Develop Strategic thinking in your organization.
- Determine where you and your company want to be.
- Develop a Strategic plan for:
- You personally
o You professionally
o Your organization.
- Develop Strategic thinking that will allow you to achieve success in any endeavour.
- Examine the keys to successful implementation
- Develop a measurable action plan that drives success.
- Identify, measure, and track critical success factor
Who Should Attend?
Anyone in a lead role or who is about to be (a business owner , divisional/director professionals and lead supervisors).
Anyone who is involved in developing or helping realize the company vision.
How We Think: Are we simply allowing things to happen, or are we making them happen the way we want?
- What is strategy – core concept and definition of terms
- What is a Strategic Plan?
- How we think?
- Analytical thinking
- Creative thinking
- What is a Leader? - The difference between leadership and management
- Strategic and operational goals – the significance and difference
- Performance measurement at the strategic and operational levels
- Continuous Improvement
- Mini-case 1: group discussion
- Two key roles
- Visionary - the role of the Chief Executive Officer
- Chief implementer - the role of the Chief Operating Officer
- What is important?
- Concept of the 'business model'
- Vision – guidelines and examples
- Mission Statement – guidelines and examples
- The international and national economy
- Our industry sector
- Competitive structure within our industry
- Mini-case 2: group discussion
Marketing/Sales and Strategy Selection
- Evaluation of markets, competitors and customers
- Marketing plans and sales plans
- Market plan – capturing value rather than just volume
- Sales plan – how to fulfil market opportunities
- SWOT analysis; strategy matrix; strategy selection
- Mini-case 3: group discussion
- Strategic versus operational aspects of finance
- Globalisation of the financial markets
- The issue of financial risk/volatility and its impact on strategy
- Balancing the considerations of profitability, liquidity and gearing
- The financial aspects of supply chain design – the 'value engineering' of fixed and variable cost through outsourcing and 'minimal inventory' processes
- The strategic impact of time compression and shortening life-cycles
- Capital-labour substitution in a global context
- Overhead cost
- Fixed and variable costs
- Cost of
- Breakeven analysis
Bringing It All Together
- Developing Action plans
- The importance of measurements/trends
- Accountability – building a business strategy team and securing buy-in at relevant levels in the organisation
- The importance of strategic planning aligned throughout an organization and its supply-demand chains. The emerging 21st century concept
- of 'dynamic alignment'
- The 'death of distance' and the shift of competitiveness from product/service to business model
Event End Date
Leadership and Management