Developing Business-Level Strategy Options
- Purpose and the SWOT analysis – the contribution of Andrews
- Environment-based options: generic strategies – the contribution of Porter
- Environment-based strategic options: the market options matrix
- Environment-based strategic options: the expansion method matrix
- Resource-based strategic options: the resource-based view
- Resource-based strategic options: cost reduction
Developing Corporate-Level Strategy Options
- Corporate-level strategy: the benefits and costs of diversifying
- Corporate options: degrees of diversification
- Corporate strategy and the role of the centre – the principle of parenting
- Corporate strategy: decisions about the company’s diversified portfolio of products
- The tools of corporate-level options: from acquisition to restructuring
Strategy Evaluation and Development: The Prescriptive Process
- Prescriptive strategy content: evaluation against six criteria
- Strategy evaluation: procedures and techniques
- Applying empirical evidence and guidelines
- The classic prescriptive model of strategic management: exploring the process
Finding the Strategic Route Forward
- The importance of strategy context
- The survival-based strategic route forward
- The uncertainty-based strategic route forward
- The network-based strategic route forward
- The learning-based strategic route forward
Organisational Structure, Style and People Issues
- Strategy before structure?
- Building the organisation’s structure: basic principles
- The choice of management style and culture
- Types of organisational structure
- Organisational structures for innovation
- Motivation and staffing in strategy implementation
- Heads of organisations, chief officers, chairpersons, board members and directors.
- Heads of departments, and senior managers & executives involved in the development of strategic management.
- Those who wish to understand the basic concepts for identifying the future of their organisations with the new challenges and opportunities that may lead to substantial change.
- Those who wish to consider not only the rational approach to strategic decision making, but also the creative aspects of such decisions.
- Those who wish to grasp the major intended and emergent initiatives that can be taken, involving the utilisation of resources, to enhance the performance of their firms in their external environments.
Upon completion of this course, you will be able to understand:
- The main environment-based and resource-based opportunities available to organisations, and the strategy options that arise from these opportunities.
- The benefits and problems of being part of a group.
- The options that arise from being part of a corporation.
- How to develop and decide strategic management.
- The important distinction between strategic content and strategic process.
- The options that are consistent with the purpose of an organisation.
- The options that are particularly suitable for the environmental and resource conditions facing an organisation.
- The options that make valid assumptions about the future, are feasible, contain acceptable business risk, and are attractive to stakeholders.
- The distinction between strategic context and the other two elements – content and process.
- How emergent strategic considerations alter the decisions.
- The main features of alternative strategic approaches.
- The consequences of chosen strategies.
- The main principles involved in designing an organisation’s structure to implement its strategy.
- The special considerations that apply when seeking innovatory strategies.
- How managers are selected and motivated to implement strategies.
£2725 + VAT