By the end of the course, participants will be able to:
Apply essential strategic thinking and planning tools and techniques
Employ models and frameworks to strategically analyze the internal and external environment of an organization
Plan future strategic moves based on industry characteristics
Identify and build organizational competencies, capabilities and a competitive position
Define a corporate culture that promotes good strategy execution
All levels of managers and company personnel who are involved in charting and supporting the execution of the company plans to achieve its strategic goals and objectives.
Driving customer value
Developing a strategic perspectiveThe 20 mile marchMurphy’s lawWhat does strategy mean?The three big strategic questionsThe blind men and the elephantWhat is the purpose of strategy?
Strategy and the quest for competitive advantageWhat distinguishes great companies?Competitive advantage examplesStrive to be the industry’s low-cost providerOutcompete rivals on a key differentiating featureFocus on a certain market nicheDevelop capabilities not easily imitated by rivalsThe importance of strategyCase study: Build a company
Using strategic frameworksUsing frameworks for analysisFrameworks for situation analysisOverview of Porter’s 5 forcesImpact of Porter’s 5 forcesCreating and capturing valueSWOT analysisThe SWOT matrixLinking SWOT to objectives and initiativesFundamentals of the PEDESTL frameworkThe strategy canvasInnovating using the strategy canvas
Future foresightThe link between strategic management and futures researchFutures wheelFutures tableWeak signalsBlack swans and wild cardsFutures toolkitThe Delphi methodAxes of uncertaintyPolicy stress-testingBackcasting
Organizational strategiesThe most important assetOptimizing people processesStreamlining processesOptimizing information systemsMeasuring results