Professionals responsible for strategy, marketing, business development, operations, HR, product development and other functional departments within businesses and other organisations
Intermediate and advanced level managers
Team leaders and supervisors within all sectors, private and public, profit and not-for-profit
Programme Overview
This training course provides an effective way of understanding how strategy is created and executed. It is an opportunity for all professionals and leaders to learn how to convert strategy into an efficient operational performance. Strategy Focused Organisation (SFO) require a comprehensive execution model that supports long and short-term planning cycles; both strategically and financially. The execution model will supports the entire set of management processes in order to continually review and evaluate performance and to track and assess the effectiveness of strategic initiatives. This training course will provide the basis that links strategy, planning, operations, and risk on a single platform.
Objectives
Understand and apply the Planning and Execution Framework
Develop and communicate strategic vision, mission and intent
Understand how to turn strategy into actionable, operational plans
Set the conditions for successful execution of strategy and plans by creating optimal support structures, systems and processes
Execute on the plans and lead tactically in the face of obstacles and challenges
Course Outline
Day One: Understanding Strategy and Strategy Execution
Defining and Understanding of Strategy
Linking Strategy to Action
Setting Long Term Organisational Destination - Strategy is about Where are you Heading
Strategy Documentation, Communication and Duration
Defining Strategy and Operational Effectiveness - What is the difference?
Barriers and Success Factors related to Strategy Execution including Leadership and Culture
Day Two: From Vision to Results: The Planning and Execution Framework
Understanding the distinction between Strategy, Operations and Tactics
How Planning and Execution Work
Impact of Mission and Vision Statements on Strategic Planning
Mission Analysis and Mission Leadership
Measuring Progress and Results
The Gap between Strategy and Performance
Day Three: Turning Strategy into Actionable Plan
Invisibility of Performance Bottlenecks to Top Management
Under Performance Culture Impact on Strategy and Performance Gap
How to close the strategy and performance gap
The Four Successful Steps in Turning Strategy into Actionable Plan
Building A Strategy – Focused Organisation (SFO)
The Six Loop Strategy Execution System including the Office of Strategy Management (OSM)
Day Four: Understanding the Meaning of Performance Measurements and Management
Why do we need Performance Management System?
Characteristics of Good Measures
The Balanced Scorecard
Defining Critical Success Factors
Organisational Excellence
How to Develop and Standardise Performance Metrics
Day Five: Implementing a Successful Performance Management System
Gaining Management Commitment and Selecting a Winning Team
Planning for Success – Strategic Business Planning Framework
Performance Contract Framework
The usage of charts in presenting effective reports
Complete exercise on how to develop a Balanced Scorecard from scratch
