Code Date Venue Fees
MG132 27 Nov - 01 Dec 2017 Amsterdam - The Netherlands $5,500 Register
MG132 16 - 20 Jul 2018 Budapest - Hungary $5,500 Register
MG132 26 - 30 Nov 2018 Amsterdam - The Netherlands $5,500 Register
Home » Seminars » Management & Leadership » Good to Great

Introduction

Organisations often design business strategies with great potential, but around 70% of them fail to achieve the success they predicted and hoped for. This is because 90% of a winning strategy is in the execution; truly great companies know that successful strategy execution has two basic rules:

  • Use a performance management system to link strategy and operations
  • Understand and use the right tools at each stage of this framework

This leading-edge training course explains:

  • The important steps in designing and executing winning business strategies
  • How to develop an effective performance management systems
  • How to translate strategy in to key objectives to manage execution
  • The role of outstanding leadership in building great companies
  • Techniques for improving operational efficiency, including Six Sigma and TQM
  • How good companies can use these principles to become great

Objectives

The objectives of the training seminar are to enable delegates to:

  • Develop strategic thinking, understand and participate in the strategic management process; to develop their company’s vision, mission and values and carry out strategic analysis
  • Understand and use strategic mapping to convert strategy in to SMART objectives as the basis for powerful operational plans and budgets
  • Understand and manage the drivers of shareholder value: return on investment and profit margin
  • Understand and manage the five key-stages of the performance management cycle; plan and assist in the implementation of management systems for their own organisation
  • Understand and apply the principles of outstanding leadership
  • Understand and use the most powerful tools of 21st century performance management including: balanced scorecard, strategy maps, activity based costing and budgeting, KPI’s and dashboards
  • Develop and use powerful ‘what-if’ forecasts based on key business drivers
  • Recognise the key factors that allow good companies to ascend to greatness

Training Methodology

The training seminar is in a highly participative workshop format with formal presentations, case studies and interactive worked examples. Relevant examples and case studies are provided to illustrate the application of each of the topics covered. Each learning point is reinforced with practical examples and exercises. 

Organisational Impact

The organisation will gain through:

  • Managers using strategic thinking in planning operational management
  • Increased awareness of business performance management
  • Adopting a strategic forward looking approach in the Finance function
  • Knowledge and application of up to date performance management tools
  • Knowledge and application of ‘what-if’ forecasts in strategic decision making
  • Improved decision-making by delegates
  • More effective and productive internal management meetings
  • Bottom line impact on profit and cash by applying ‘good to great’ principles

Personal Impact

Delegates will learn to take a strategic approach to managing and decision-making. The training course is particularly valuable for finance professionals who would like to move ‘out of the back-room and in to the boardroom’ by being more involved in high level decision-making, changing and improving the focus of the management systems to add value to the development and execution of winning business strategies.

Delegates will learn to understand and use these powerful modern strategic management tools:

  • Strategic analysis: Porter’s five forces; PESTLE; SWOT; Risk Analysis; Value Chain Analysis
  • Strategic themes and Strategy maps
  • Financial Analysis Tools: Return On Investment; Profit Margin; Asset Utilisation
  • Key Success Factors (KSF’s) and Key Performance Indicators (KPI’s)
  • Balanced Scorecard
  • Activity Based Costing (ABC) and Budgeting (ABB) methods
  • Business Information Dashboards
  • Rolling Forecasts and ‘what-if’ forecasts
  • Performance Management Systems

Who Should Attend?

  • Chief Executives and Chief Operating Officers of companies and divisions
  • Financial Professionals, Financial Controllers and Management Accounting Managers responsible for Performance Management Systems
  • Strategic and Corporate Planning Managers
  • Functional heads with responsibility for executing key business strategies
  • Managers running business critical front-line and support departments
  • Managers being prepared for key operational posts in the company

Seminar Outline

DAY 1

Good to Great

  • What makes an Organisation Great?
  • Creating and Delivering value to Key Stakeholders
  • Why a Great Business Strategy is not enough?
  • Linking Great Strategy to efficient and effective operations
  • Understanding the Performance Management Cycle
  • The Tools and Techniques of Performance Management

Developing Strategy

  • What Strategy is?
  • Defining Organisational Vision, Purpose and Values
  • Setting a Big Hairy Audacious Goal for your business
  • Strategic Analysis Tools: Porter’s five forces, PESTLE, SWOT and other tools
  • Defining Organisational competences and capabilities
  • What is your Competitive Advantage?
  • The Essence of a Winning Business Strategy
  • Formulating Strategy: generic strategies based on competitive advantage
  • Formulating Strategy: using a Strategy Clock to find a competitive position
  • Formulating Strategy: ‘Blue Ocean’ approach
  • Strategy in action : understanding your Business Model
  • Case study and exercise: using Strategic Analysis Tools

DAY 2

Translating Strategy

  • Delivering Shareholder Value
  • Key Financial Objectives: return on investment; profit margin; asset utilisation
  • Understanding and using Strategic Themes and Strategy Maps
  • Balancing Stakeholder Objectives
  • Defining and Building a Balanced Scorecard four your business
  • Case study: defining and drawing a strategy map

Leading Companies from Good to Great

  • Contrasting Management with Leadership
  • Principles of Outstanding Leadership
  • Understanding Corporate Culture and its role in performance
  • Dealing with resistance to Change
  • Understanding and Managing Transformational Change

DAY 3

Planning Operations

  • Converting Strategic Objectives in to Operational Objectives for Budgets
  • Practical tips on Identifying Key Success Factors (KSF’s)
  • Developing Key Performance Indicators (KPI’s)
  • Using Balanced Scorecard to identify areas for Business Process Improvement
    • Improving operational efficiency:    Six Sigma
    • Improving operational efficiency:    Total Quality Management (TQM)
    • Improving operational efficiency:    Lean Processes in Toyota
  • Calculating resource capacity requirements
  • Implementing and Preparing Budgets
  • Understanding and Managing the drivers of Return on Investment: profit and asset utilisation
  • Understanding Risk and How it Affects Business Performance
  • Case Study and Exercise: what can we learn from Lean in  Toyota

DAY 4

Improving Business Performance - Monitoring and Learning

  • Designing and Implementing an Effective Budgetary Control System
  • Understanding the Behavioural and Motivational Aspects of Budgeting
  • Responsibility Accounting, Variance Analysis and Reporting Systems
  • Using Balanced Scorecard to monitor, manage and improve performance
  • Understanding your Business Model: activity based cost analysis
  • Strategic Decision Making: product and customer profitability
  • Strategic Approach to Cost Reduction
  • Managing Effective Meetings: who – why – when - what
  • Case Study and Exercise: designing and using dashboards to present key business metrics

DAY 5

Good to Great – Testing and Adapting your Strategy

  • Criticisms of Traditional Budgeting and Management Methods
  • Beyond Budgeting – adaptive management processes
  • Traditional Forecasting Methods
  • Identifying your Key Business Drivers
  • Understanding risk and how it affects Business Performance
  • Using sensitivity testing to assess the impact of risk on decision-making
  • Using key business drivers for ‘what-if’ forecasts to model and test strategy
  • Identifying and examining Emerging Strategies
  • Using business information to update Strategic Analysis and Strategy
  • Why do good companies fail?
  • Understanding and dealing with disruptive innovation
  • How do companies go from good to great?
  • Exercise: how can your organisation go from good to great?

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Good to Great
Managing and Improving Business Performance


Upcoming Dates

Code Date Venue Fees
MG132 27 Nov - 01 Dec 2017 Amsterdam - The Netherlands $5,500
MG132 16 - 20 Jul 2018 Budapest - Hungary $5,500
MG132 26 - 30 Nov 2018 Amsterdam - The Netherlands $5,500

Introduction

Organisations often design business strategies with great potential, but around 70% of them fail to achieve the success they predicted and hoped for. This is because 90% of a winning strategy is in the execution; truly great companies know that successful strategy execution has two basic rules:

  • Use a performance management system to link strategy and operations
  • Understand and use the right tools at each stage of this framework

This leading-edge training course explains:

  • The important steps in designing and executing winning business strategies
  • How to develop an effective performance management systems
  • How to translate strategy in to key objectives to manage execution
  • The role of outstanding leadership in building great companies
  • Techniques for improving operational efficiency, including Six Sigma and TQM
  • How good companies can use these principles to become great

Objectives

The objectives of the training seminar are to enable delegates to:

  • Develop strategic thinking, understand and participate in the strategic management process; to develop their company’s vision, mission and values and carry out strategic analysis
  • Understand and use strategic mapping to convert strategy in to SMART objectives as the basis for powerful operational plans and budgets
  • Understand and manage the drivers of shareholder value: return on investment and profit margin
  • Understand and manage the five key-stages of the performance management cycle; plan and assist in the implementation of management systems for their own organisation
  • Understand and apply the principles of outstanding leadership
  • Understand and use the most powerful tools of 21st century performance management including: balanced scorecard, strategy maps, activity based costing and budgeting, KPI’s and dashboards
  • Develop and use powerful ‘what-if’ forecasts based on key business drivers
  • Recognise the key factors that allow good companies to ascend to greatness

Training Methodology

The training seminar is in a highly participative workshop format with formal presentations, case studies and interactive worked examples. Relevant examples and case studies are provided to illustrate the application of each of the topics covered. Each learning point is reinforced with practical examples and exercises. 

Organisational Impact

The organisation will gain through:

  • Managers using strategic thinking in planning operational management
  • Increased awareness of business performance management
  • Adopting a strategic forward looking approach in the Finance function
  • Knowledge and application of up to date performance management tools
  • Knowledge and application of ‘what-if’ forecasts in strategic decision making
  • Improved decision-making by delegates
  • More effective and productive internal management meetings
  • Bottom line impact on profit and cash by applying ‘good to great’ principles

Personal Impact

Delegates will learn to take a strategic approach to managing and decision-making. The training course is particularly valuable for finance professionals who would like to move ‘out of the back-room and in to the boardroom’ by being more involved in high level decision-making, changing and improving the focus of the management systems to add value to the development and execution of winning business strategies.

Delegates will learn to understand and use these powerful modern strategic management tools:

  • Strategic analysis: Porter’s five forces; PESTLE; SWOT; Risk Analysis; Value Chain Analysis
  • Strategic themes and Strategy maps
  • Financial Analysis Tools: Return On Investment; Profit Margin; Asset Utilisation
  • Key Success Factors (KSF’s) and Key Performance Indicators (KPI’s)
  • Balanced Scorecard
  • Activity Based Costing (ABC) and Budgeting (ABB) methods
  • Business Information Dashboards
  • Rolling Forecasts and ‘what-if’ forecasts
  • Performance Management Systems

Who Should Attend?

  • Chief Executives and Chief Operating Officers of companies and divisions
  • Financial Professionals, Financial Controllers and Management Accounting Managers responsible for Performance Management Systems
  • Strategic and Corporate Planning Managers
  • Functional heads with responsibility for executing key business strategies
  • Managers running business critical front-line and support departments
  • Managers being prepared for key operational posts in the company

SEMINAR OUTLINE

DAY 1

Good to Great

  • What makes an Organisation Great?
  • Creating and Delivering value to Key Stakeholders
  • Why a Great Business Strategy is not enough?
  • Linking Great Strategy to efficient and effective operations
  • Understanding the Performance Management Cycle
  • The Tools and Techniques of Performance Management

Developing Strategy

  • What Strategy is?
  • Defining Organisational Vision, Purpose and Values
  • Setting a Big Hairy Audacious Goal for your business
  • Strategic Analysis Tools: Porter’s five forces, PESTLE, SWOT and other tools
  • Defining Organisational competences and capabilities
  • What is your Competitive Advantage?
  • The Essence of a Winning Business Strategy
  • Formulating Strategy: generic strategies based on competitive advantage
  • Formulating Strategy: using a Strategy Clock to find a competitive position
  • Formulating Strategy: ‘Blue Ocean’ approach
  • Strategy in action : understanding your Business Model
  • Case study and exercise: using Strategic Analysis Tools

DAY 2

Translating Strategy

  • Delivering Shareholder Value
  • Key Financial Objectives: return on investment; profit margin; asset utilisation
  • Understanding and using Strategic Themes and Strategy Maps
  • Balancing Stakeholder Objectives
  • Defining and Building a Balanced Scorecard four your business
  • Case study: defining and drawing a strategy map

Leading Companies from Good to Great

  • Contrasting Management with Leadership
  • Principles of Outstanding Leadership
  • Understanding Corporate Culture and its role in performance
  • Dealing with resistance to Change
  • Understanding and Managing Transformational Change

DAY 3

Planning Operations

  • Converting Strategic Objectives in to Operational Objectives for Budgets
  • Practical tips on Identifying Key Success Factors (KSF’s)
  • Developing Key Performance Indicators (KPI’s)
  • Using Balanced Scorecard to identify areas for Business Process Improvement
    • Improving operational efficiency:    Six Sigma
    • Improving operational efficiency:    Total Quality Management (TQM)
    • Improving operational efficiency:    Lean Processes in Toyota
  • Calculating resource capacity requirements
  • Implementing and Preparing Budgets
  • Understanding and Managing the drivers of Return on Investment: profit and asset utilisation
  • Understanding Risk and How it Affects Business Performance
  • Case Study and Exercise: what can we learn from Lean in  Toyota

DAY 4

Improving Business Performance - Monitoring and Learning

  • Designing and Implementing an Effective Budgetary Control System
  • Understanding the Behavioural and Motivational Aspects of Budgeting
  • Responsibility Accounting, Variance Analysis and Reporting Systems
  • Using Balanced Scorecard to monitor, manage and improve performance
  • Understanding your Business Model: activity based cost analysis
  • Strategic Decision Making: product and customer profitability
  • Strategic Approach to Cost Reduction
  • Managing Effective Meetings: who – why – when - what
  • Case Study and Exercise: designing and using dashboards to present key business metrics

DAY 5

Good to Great – Testing and Adapting your Strategy

  • Criticisms of Traditional Budgeting and Management Methods
  • Beyond Budgeting – adaptive management processes
  • Traditional Forecasting Methods
  • Identifying your Key Business Drivers
  • Understanding risk and how it affects Business Performance
  • Using sensitivity testing to assess the impact of risk on decision-making
  • Using key business drivers for ‘what-if’ forecasts to model and test strategy
  • Identifying and examining Emerging Strategies
  • Using business information to update Strategic Analysis and Strategy
  • Why do good companies fail?
  • Understanding and dealing with disruptive innovation
  • How do companies go from good to great?
  • Exercise: how can your organisation go from good to great?

Quality Logo

GLOMACS is registered with NASBA as a sponsor of Continuing Professional Education (CPE) on the National Registry of CPE Sponsors. NASBA have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org.

 

All Training Seminars delivered by GLOMACS by default are eligible for CPE Credit.



© 2017. Material published by GLOMACS shown here is copyrighted.
All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing (in any medium), transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

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