£3850 + VAT
Analysing the Strategic Environment
- Exploring the competitive environment
- Strategic environment – the basics
- Degree of turbulence in the environment
- Analysing the general environment
- Analysing the stages of market growth
- Key factors for success in an industry
- Analysing the competitive industry environment – the contribution of Porter
- Analysing the co-operative environment
- Analysing one or more immediate competitors in depth
- Analysing the customer and market segmentation
Analysing Resources and Capabilities
- Why does an organisation possess any resources at all? The make-or-buy decision
- Resource analysis and adding-value
- Adding-value: the value chain and the value system – the contribution of Porter
- Resource analysis and competitive advantage
- Identifying which resources and capabilities deliver sustainable competitive advantage
- Resource and capability analysis – improving competitive advantage
- Analysing other important company resources: especially human resources
- Developing a dynamic business framework
- The dynamics of an organisation’s changing and uncertain environment
- Dynamic strategies in fast-moving markets
- The dynamics of resource development
- Aggressive competitive strategies
- The dynamics of co-operation strategies
- Strategy dynamics using game theory
Prescriptive Purpose Delivered through Mission, Objectives and Ethics
- Shaping the purpose of the organisation
- Developing a strategic vision for the future
- Stakeholder power analysis
- Corporate governance and the purpose of the organisation
- Purpose shaped by ethics and corporate social responsibility
- Developing the mission
- Developing the objectives
Purpose Emerging from Knowledge, Technology and Innovation
- Understanding and measuring knowledge
- Knowledge creation and purpose
- Using technology to develop purpose and competitive advantage
- Innovation and purpose
- How to innovate: the ‘ideas’ process
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
This strategic management course is suitable for:
- Heads of organisations, chief officers, chairpersons, board members and directors.
- Heads of departments, and senior managers & executives involved in the development ofstrategic 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 strategic management training course, you will be able to understand:
- The strategic environment and why it is important.
- Key industry factors that help deliver the objectives of an organisation.
- The main background areas to be analysed.
- The strategic significance of market growth.
- How the more immediate influences of an organisation are analysed.
- How to analyse competitors.
- The role of co-operation in environmental analysis.
- How important the customer is.
- How resources and capabilities add value to an organisation.
- The resources and capabilities that are particularly important in adding value and competitive advantage.
- The main ways in which resources and capabilities deliver competitive advantage.
- How competitive advantage can be enhanced.
- The other important resources an organisation possesses, especially in the area of human resources.
- How strategic purpose changes and why.
- How to analyse the dynamics of the environment and its impact on competitive advantage.
- How to analyse fast-moving markets and resource changes.
- How to develop new aggressive competitive strategies.
- How to develop co-operative strategies, and use game theory.
- How purpose is shaped by the organisation and its environment.
- The vision your organisation has for its future.
- The mission and objectives of your organisation.
- The relationship between purpose and the corporate governance of an organisation.
- The role and approach to green strategy.
- Your organisation’s views on ethics and corporate social responsibility, and its effect on purpose.
- The knowledge your organisation possesses, how it can create and share knowledge, and the impact on its purpose.
- The strategic implications of new technologies, and how it can shape the purpose of an organisation.
- How innovation can contribute to an organisation’s purpose.
- 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 ofa 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 alternativestrategic 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.