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Executing Strategy Effectively for Middle and Top Management

Information

A Leadership and Organisational Development Program that CREATES VALUE as it...

  • Narrows the gaps between plans, effective actions and breakthrough results
  • Turns operational activity into effective actions
  • Aligns the organisation behind a common Strategic Intent
  • Drives cross-functional integration behind a common goal
  • Provides a framework for timely and effective decision-making
  • Deals with complexity and uncertainty in a concrete manner
  • Reconciles individual and organizational objectives
  • Builds Trust
  • Creates Focus
  • Unifies Purpose
  • Encourages the use of Initiative and Freedom of Action
  • Unleashes Human Energy!

Aim of the Program

Through a process of on the job, action-based thinking-doing, learning-adapting cycles, grounded in the reality of the current organizational Strategy and business environment, take ownership of the planning and implementation cycle. Value is created by empowering key staff with a proven set of principles, tools and techniques to turn the Strategy into effective operational actions. 

The methodology will include analysis of the Strategy; identifying critical factors for individuals, teams and departments in implementing the Strategy effectively, provide a framework for robust decision making required to implement the Strategy and create organizational alignment behind achieving the goals and objectives of the Strategy.

Outcomes of this program

For the Organisation...

For the Individual...

FOCUS: better return on operational time, less waste

TEAM BUILDING:  ownership of the process

UNITY OF EFFORT: focus on achieving common Strategic Intent

MUTUAL UNDERSTANDING: cross-functional integration to achieve common Strategic Intent

RESILIENCE: manage and exploit opportunities, success, setbacks and chaos

ALIGNMENT: working towards an identified common purpose

SPEED: robust decision making framework for maintaining competitive advantage

CROSS-FUNCTIONAL WORKING: all business units focused on achieving overarching Strategic Intent

MOTIVATION: created by focus and a sense of purpose

INITIATIVE: encouraged to use through freedom of action within identified boundaries

ACCOUNTABILITY:  ownership of process identifies roles and responsibilities

CLARITY: process allows identification and focus on what really matters

WRITTEN and VERBAL COMMUNICATION SKILLS: develops these skills throughout the cycle

ANALYTICAL THINKING: encourages people at all levels to apply thought to the situation they face in achieving Strategic Intent

 

 

WHO SHOULD ATTEND?

This two-day learning program/strategic planning session is suitable for executives, top & middle management, decision-makers and management teams.

OUTLINE OF TRAINING CONTENT

The program is divided into 4 action-based learning parts:

Part 1: ‘Ideas that Inform’

This contextualizes the approach to be used and considers the role of inclusive innovation, action-based learning and leadership in determining and implementing Strategy effectively and sets the scene for the approach that will be followed during the program.

Part 2: ‘What is Strategy?’

We discuss the concept of Strategy, its utility and introduce a few Strategy framework models we will use in analysing Strategy later in the program.

Part 3: ‘Direct Opportunism – the philosophy’

The philosophy and methodology used in the program for executing Strategy effectively is introduced. The origins, psychology and utility of the methodology are examined in preparation for the practical implementation, conclusions and recommendations

Part 4: ‘Executing Strategy effectively – a practical application’

Delegates apply the Directed Opportunism philosophy and models discussed in the first part of the program to their current organisational strategy. The methodology focuses on three principles:

  1. Decide what really matters.
  2. Get the message across clearly and succinctly.
  3. Give people the freedom and support to act.

1. Decide what really matters.

Delegates answer the question ‘What is the situation and how does it affect us?’. Analysis of the current organisational strategy and business environment using strategic analysis tools introduced earlier in the program aims to identify competitive advantage, identify and exploit strengths and opportunities and mitigate weaknesses and threats.

2.  Get the message across clearly and succinctly.

Delegates answer the question ‘What must I do and Why?’. Delegates use a concise planning process, focused on what really matters, to exploit strengths and opportunities. This plan is then formulated as a written intent statement, using a standard format, before verbal briefings and back briefings are conducted between delegates.

3.  Give people the freedom and support to act.

Delegates answer the question ‘How can I best achieve this desired effect?’. Delegates consider the courses of action open to them using the aims stated in the intent and the capabilities and resources of the organisation to implement the plan in the most effective manner.

Throughout the program, participation is interactive, facilitated and guided by the presenter and based in the current reality of the delegates respective organisations’ strategy and business environment. In this way, delegates are encouraged to take ownership of the analysis and planning process. Participants leave the program having been introduced to a set of skills and an initial plan for implementing their part in the organisations current Strategy more effectively.

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