£510 + VAT
Implementing and Controlling the Strategic Plan
- The nature and limitations of the implementation process
- Objectives, task setting and communicating the strategy
- Resource allocation
- Information, monitoring and control
- The Balance Scorecard: the contribution of Kaplan and Norton
- Prescriptive strategy planning
- 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:
- Outline the nature and limitations of the implementation process.
- Understand the way that the objectives, tasks and timing are implemented.
- Describe how resources are allocated between parts of the organisation.
- Outline the main elements of control and monitoring, and investigate their importance for strategic management implementation.
- Show how the Balanced Scorecard brings together the various elements of the implementation process.
- Explore how strategic planning can be conducted and critically evaluate its merits.