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Think Strategically

Seeing the Bigger Picture and Challenging Conventional Thinking

Think Strategically

Seeing the Bigger Picture and Challenging Conventional Thinking

Code Date Venue Fees
MG156 23 - 25 Apr 2017 Al Khobar - Saudi Arabia $3,500 Register
MG156 13 - 15 Aug 2017 Jeddah - Saudi Arabia $3,500 Register
MG156 19 - 21 Nov 2017 Doha - Qatar $3,500 Register

Introduction

Formulating strategy is no longer seen as an occasional planning exercise but rather a way of thinking that enable managers to see the bigger picture and choose actions to address the most important issues, aligned with the organization’s strategic goals and, where appropriate, challenge conventional thinking by offering fresh, creative ideas and plans. Equally important, once a strategy has been chosen, is the ability to implement it successfully in order to deliver results. Professional managers require the skills and competencies to think and act strategically, especially in a M&A context.

This course enables delegates to:

  • Develop strategic thinking skills through practising methods and techniques that enable new perspectives to be taken
  • Understand the difference between strategic thinking and planning
  • Learn that strategy is about choice: finding out what is key and concentrating on strategy that delivers the big goals
  • Practice a systematic approach to quickly, but thoroughly developing, delivering and measuring business plans
  • Identify and understand the difference between good and bad strategy

Objectives

By the end of this course, participants will be able to understand:

  • What strategy is and its role in value creation
  • How to link the creation of stakeholder value with strategic positioning, organization processes and investment
  • Effective strategy for competitive, non-competitive and transition environments
  • Better practice frameworks and tools enabling the above
  • How to cascade strategy effectively through to business plans, budgets, day to day decisions, risk mitigation and performance management

Training Methodology

The course design follows a proven structure for adult learning by combining short inputs of models and concepts with practical exercises from inside and outside the client organization followed by review sessions to consolidate the learning. The course consists of short, focussed sessions that provide an engaging mix of theoretical input, practical exercises, group discussions and presentations to cater for a variety of learning styles. Delegates develop individual action plans to continue the learning beyond the course to ensure the learning is applied and developed further.

Who Should Attend?

This course is suitable for:

  • Anyone in a leading role or management role, or who is about to take up such a role. It would be valuable for others involved in developing or helping realize the company vision who wishes to update his/her knowledge by re-considering leading-edge thinking in the field of strategic thinking and strategic management
  • The course is designed to be very participative and is action-oriented. It will enable functional specialists and professionals from any part of the organization to take a broader view of their potential contribution to the performance of their company, division, business unit or team

SEMINAR OUTLINE

DAY 1

Principles of Strategic Thinking and Analysis

  • What are strategy and strategic thinking?
  • What is the difference between a good strategy and a bad one?
  • How to think strategically: comparison with analytical and creative thinking
  • Understanding the concept of the “business model”
  • Vision, values, mission and goals – case examples, class discussion and guidelines
  • Analysis and extrapolation of the business environment (PESTEL, 5 Forces)

DAY 2

The Strategic Planning Process

  • How to evaluate market structures, trends and prospects (Ansoff & Directional Policy Matrices)
  • Evaluating internal competencies and capabilities
  • Situational analysis: How to use a SWOT matrix
  • Strategy formulation and measurement – Strategy Maps and the Balanced Scorecard
  • The content of a strategy: how to achieve strategic alignment
  • Putting a strategic plan together – a 5-page framework
  • Business cases and business plans demystified

DAY 3

Strategy Implementation, Measurement and Improvement

  • Managing risk and uncertainty
  • Gaining your team’s commitment and buy-in to the strategy
  • Video Case Study: Strategy Consultancy Role Play
  • Effective execution – communication and stakeholder management
  • Implementation – getting practical things done
  • Conclusion - the corporate and individual value of strategic thinking

Accreditation

  • Quality Logo



Think Strategically
Seeing the Bigger Picture and Challenging Conventional Thinking


Upcoming Dates

Code Date Venue Fees
MG156 23 - 25 Apr 2017 Al Khobar - Saudi Arabia $3,500
MG156 13 - 15 Aug 2017 Jeddah - Saudi Arabia $3,500
MG156 19 - 21 Nov 2017 Doha - Qatar $3,500

Introduction

Formulating strategy is no longer seen as an occasional planning exercise but rather a way of thinking that enable managers to see the bigger picture and choose actions to address the most important issues, aligned with the organization’s strategic goals and, where appropriate, challenge conventional thinking by offering fresh, creative ideas and plans. Equally important, once a strategy has been chosen, is the ability to implement it successfully in order to deliver results. Professional managers require the skills and competencies to think and act strategically, especially in a M&A context.

This course enables delegates to:

  • Develop strategic thinking skills through practising methods and techniques that enable new perspectives to be taken
  • Understand the difference between strategic thinking and planning
  • Learn that strategy is about choice: finding out what is key and concentrating on strategy that delivers the big goals
  • Practice a systematic approach to quickly, but thoroughly developing, delivering and measuring business plans
  • Identify and understand the difference between good and bad strategy

Objectives

By the end of this course, participants will be able to understand:

  • What strategy is and its role in value creation
  • How to link the creation of stakeholder value with strategic positioning, organization processes and investment
  • Effective strategy for competitive, non-competitive and transition environments
  • Better practice frameworks and tools enabling the above
  • How to cascade strategy effectively through to business plans, budgets, day to day decisions, risk mitigation and performance management

Training Methodology

The course design follows a proven structure for adult learning by combining short inputs of models and concepts with practical exercises from inside and outside the client organization followed by review sessions to consolidate the learning. The course consists of short, focussed sessions that provide an engaging mix of theoretical input, practical exercises, group discussions and presentations to cater for a variety of learning styles. Delegates develop individual action plans to continue the learning beyond the course to ensure the learning is applied and developed further.

Who Should Attend?

This course is suitable for:

  • Anyone in a leading role or management role, or who is about to take up such a role. It would be valuable for others involved in developing or helping realize the company vision who wishes to update his/her knowledge by re-considering leading-edge thinking in the field of strategic thinking and strategic management
  • The course is designed to be very participative and is action-oriented. It will enable functional specialists and professionals from any part of the organization to take a broader view of their potential contribution to the performance of their company, division, business unit or team

SEMINAR OUTLINE

DAY 1

Principles of Strategic Thinking and Analysis

  • What are strategy and strategic thinking?
  • What is the difference between a good strategy and a bad one?
  • How to think strategically: comparison with analytical and creative thinking
  • Understanding the concept of the “business model”
  • Vision, values, mission and goals – case examples, class discussion and guidelines
  • Analysis and extrapolation of the business environment (PESTEL, 5 Forces)

DAY 2

The Strategic Planning Process

  • How to evaluate market structures, trends and prospects (Ansoff & Directional Policy Matrices)
  • Evaluating internal competencies and capabilities
  • Situational analysis: How to use a SWOT matrix
  • Strategy formulation and measurement – Strategy Maps and the Balanced Scorecard
  • The content of a strategy: how to achieve strategic alignment
  • Putting a strategic plan together – a 5-page framework
  • Business cases and business plans demystified

DAY 3

Strategy Implementation, Measurement and Improvement

  • Managing risk and uncertainty
  • Gaining your team’s commitment and buy-in to the strategy
  • Video Case Study: Strategy Consultancy Role Play
  • Effective execution – communication and stakeholder management
  • Implementation – getting practical things done
  • Conclusion - the corporate and individual value of strategic thinking

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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