| NAME OF THE COURSE |
| CERTIFIED STRATEGIC LEADERSHIP PLANNING & THINKING EXPERT |
| |
| CERTIFICATION |
| CERTIFIED STRATEGIC LEADERSHIP PLANNING & THINKING EXPERT |
| |
| COURSE OVERVIEW |
| This course will provide you with a process for developing a clear understanding of your business’s culture, operations, and market position, while facilitating the development of a strategic blueprint for gaining the competitive advantage necessary for your business’s success, now and in the future. |
| Running an organisation in a volatile, uncertain environment requires leaders to think strategically beyond day-to-day tactical operations. Being able to develop strategic business plans that leverage external and internal factors that form the basis for formulating winning strategies are key to business success and sustainability. |
| This programme will equip senior managers with the skills to scan the environment, understand customer buying factors, formulate and execute strategies that drive results. |
| Participants will have a chance to turn around an unprofitable business through the use of computer-based simulation. They will be competing with other teams in the learning environment to be the most profitable company. This would involve formulating strategy, performing competitive analysis and making investment decisions that will drive success in their respective businesses. The experiential, risk-free hands-on approach to learning will reduce the time taken to build strategic thinking and planning skills. |
| |
| TRAINING DURATION |
| Training Hours per day : 4-6 Hours |
| Total Training Hours : 20-24 Hours |
| Training Duration : 5 Days |
| Total Training Days : 5-10 Working Days |
| |
| TRAINING SCHEDULE |
| Weekdays (Sunday to Thursday) |
| Regular Sessions : 4 – 6 Hrs Per day (9am to 2pm or 3.00pm to 9.00 pm) |
| Food & refreshments Included |
| Weekends (Friday & Saturday) |
| Fast Track Sessions: 8 Hours per day (9am to 5pm) |
| Food & refreshments Included |
| |
| CERTIFICATION |
| Globally recognized certificate from “Kings Global Career Academy” |
| |
| TEST |
| No |
| |
| LEARNING AIDS |
| Yes |
| |
| COURSE MATERIAL |
| Hard & Soft Copies of Study Material |
| |
| LANGUAGE OF INSTRUCTION |
| English |
| |
| INSTRUCTOR HELPLINE |
| Yes |
| 1. Email |
| 2. Social Media (For Emergency requirements) |
| |
| REGISTRATION REQUIREMENTS |
| 1. Passport Copy |
| 2. Curriculum Vitae |
| 3. Passport size photographs |
| 4. Course Fee |
| |
| MODE OF PAYMENT |
| Cash / Cheque / Credit Card / Bank Transfer. |
| |
| ELIGIBLE FOR |
| Executives, managers, consultants, and other business professionals who are responsible for strategic planning in an organization. |
| |
| COURSE BENEFITS |
| |
| To think strategically means more than just doing a plan and trying to execute it. Participants have to |
| |
- have a planning process which looks at all internal and external factors for developing the strategy
|
- identify the macro and micro environmental forces likely to affect the future decisions
|
- create possible scenarios for each department/division that reflect critical drivers, environmental forces and uncertainties in each of the decision areas identified
|
- review and understand how to create a strategic planning framework
|
- review and revisit the vision, mission & strategic goals
|
- develop and improve the marketing and business strategic plans using the overall framework and approach to ensure proper alignment with the corporate-level plan
|
- identify critical success factors and develop a strategy map for developing manpower and succession planning programme
|
- analyse critical jobs that require coaching, mentoring and training
|
- Examine methods of grooming high-potential employees for advancement by narrowing developmental gaps between present performance and future potential
|
- Identify appropriate assessment and selection tools
|
- formulate metrics and key performance indicators for areas to be measured
|
- identify gaps in measurement and create an action plan to fill the gaps
|
| |
| COURSE CONTENTS |
| |
| CREATING OUR FRAMEWORK AND STRATEGIC PROCESS |
| |
|
- Why is a strategy important?
|
- An Overview of The Strategy Process
|
|
| |
| STRATEGIC PLANNING & ANALYSIS MODEL |
| |
| The stages of planning |
| |
- Strategic management thinking, planning & implementation
|
- Understanding Scenario Planning & its Purpose
|
- Group Discussion: External Environmental Scan
|
- SPECCTRe Analysis: rank the forces by importance & uncertainty
|
- SWOT: an analysis of the organisation/departments capabilities dealing with these changes/challenges
|
| |
| SETTING THE STRATEGIC DIRECTION FOR CHALLENGING BUSINESS PERFORMANCE |
- The concept of a Business Idea & Leadership Model
|
- The Process of Reviewing our Mission & Vision
|
|
- Building corporate values
|
- Group work: Individual Corporate/Department Team
|
- review the vision and mission aligning the department’s mission & vision to the organisation
|
|
- Establishing the Desired Assessment of Stakeholder Relationships Outcome
|
- Identify our Strategic Issues & Goals for next 3-year
|
| |
| Mind Over Marketing |
| |
- Gap Analysis: Strategic vs Tactical
|
- Implications of Marketing
|
- Market & Customer Segments : Commonalities & differences
|
- Perceptions: Understanding what customers see & understand
|
- Understand the mind: People buy on emotions
|
- Understanding what criteria customers use to buy
|
- Developing the Product/Service Portfolio
|
- Stages in Product Life Cycle
|
|
- Philip Kotler: Tangibles and Intangibles
|
- Differentiation of products/services
|
- Product and Services Portfolio
|
- Ansoff: Product Market Matrix (Exercise)
|
- Product Development Process
|
| |
| Setting Up The Framework For Execution |
| |
- Profiling the various components needed in a business and marketing plan
|
- Setting the objectives you need to achieve
|
- Pricing considerations: costs vs value – Bowman Strategy clock
|
- Strategies & some alternatives to the pricing model
|
- Winkler Pricing Strategies
|
- How to monitor what is going on
|
- Techniques for measuring performance
|
| |
| Impact of Leadership in formulating & Cascading Strategy |
| |
- Establishing Strategic Performance Indicators
|
- Deciding which aspects of performance to measure and how to measure
|
- Setting Objectives, Targets, Initiatives & Budget
|
- How to plan and execute the Process across the department
|
|
- Identifies what difference we are trying to make
|
- Creates critical success factors
|
- Ensuring proper alignment with the Corporate-Departments level
|
- Review and sharing of key points
|