McTimothy Associates

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Developing Senior Management Capacity for Strategy Development

Why Attend

Why do some organizations continually succeed in meeting stakeholders’ expectations while others do not? Why do some organizations have a roller-coaster performance record? One of the key differentiators between all these types of organizations is the existence and proper execution of a mid to long-term strategy.

In this course, we will dig deep into many well-established frameworks, tools, and techniques for strategic planning and execution. Participants will be able to pinpoint the real reasons behind the long-term strategic performance, and they will be able to replicate this success in their organizations.

$ 195.53

Event Date: 19/04/2023 – 22/04/2023


  • The managerial process of crafting and executing strategy
    • The three big strategic questions
    • Key elements of a successful strategy
    • Strategy and the quest for competitive advantage
    • The importance of strategy
    • The strategy making and strategy execution process
    • Types of strategic objectives required
    • Corporate and business level strategies
    • Functional and operational level strategies
    • The breadth of strategy crafting and implementation
  • Evaluating the external environment of a company
    • The components of a company’s micro and macro environments
    • Key questions regarding industry and company environment
    • The industry’s dominant economic traits
    • Porter’s five industry forces model
    • Typical weapons for competing
    • Key success factors for competitive success
    • Fundamentals of ‘PEDESTL’ framework
    • Determining external opportunities for the organization
    • Determining external threats impacting the organization
  • Evaluating the resources and competitive position of a company
    • Situational analysis: key questions
    • Role of ‘SWOT’ analysis in crafting a better strategy
    • Defining the internal strengths of the organization
    • Competencies, core competencies, and distinctive competencies
    • Defining the internal weaknesses of the organization
    • Identifying weaknesses and competitive deficiencies
    • Porter’s generic strategies
    • Key indicators of how well a strategy is working
    • Value chain innovation
  • Building an organization capable of good strategy execution
    • Crafting versus executing strategy
    • Management challenges in executing strategy
    • The strategy implementers
    • Putting together a strong management team
    • Building core competencies and competitive capabilities
    • Defining strategic objectives
    • The balanced scorecard (BSC)
    • Creating critical success factors (CSFs)
    • Key performance indicators (KPIs)
    • Matching your organizational structure to your strategy
  • Managing internal operations
    • From strategic plan to action plan
    • Lining up your resources behind the drive for good strategy execution
    • Establishing and instituting policies and procedures that facilitate strategy execution
    • Adopting best practices and striving for continuous improvement
    • Building information and operating systems that proficiently support your strategy
    • Tying rewards and incentives to strategy execution
    • Guidelines for designing an effective compensation system
  • Corporate culture and leadership
    • Initiating a corporate culture that promotes good strategy execution
    • Spreading the company culture
    • Types of corporate cultures
    • Leading the strategy execution process

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