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From Operational Manager To Strategic Thinker - Remote Learning
Managers need to balance their roles between operational management and strategic thinking. As organisations flatten with changing roles, strategic thinking is no longer the responsibility of only senior management. All managers down the line are required to think strategically within the context of their organisation's business.
Participants will develop a strategic mindset so as to add value to their organisations from within their own work units as well as in their interactions with other units. Developing a strategic mindset also prepares participants for higher levels of responsibility over time.
- Understand the difference between operational management and strategic thinking
- Understand what is strategy and how strategic thinking can add value to your organisation
- Learn a structured, four-step approach to strategic thinking
- Apply this approach to different types of organisations - commercial and non-commercial - and to different levels within an organisation - corporate, business unit and functional level
- Understand the challenges and key requirements of successful strategy execution
Module1: Basic Concepts of Strategic Thinking, Introduction to Strategy Formulation Process
� Introduction to programme and facilitator
� Participant introductions
� Plenary discussion: What is the difference between operational management and strategic thinking? What is strategic thinking? What is strategy?
� Breakout group exercise:Comparison of strategies of selected pairs of companies followed by presentation of results
� Strategy case study on Southwest Airlines: Video followed by group discussion
� A Four-Step Process for Strategy Formulation
� Applying the process first to commercial organizations
o What is appropriate measure of success for a commercial organisation? Plenary discussion.
o What are the drivers of this success measure? Group exercise followed by group presentations.
� End of Module 1
Module 2: Application of Strategy Formulation Process to Commercial and Non-Commercial Organisations
� Review of Module 1
� Three levels of strategy in a commercial organization
� Strategy questions to answer at each level are different
� Discussion of corporate-level strategy with examples
� Discussion of business unit level strategy with case studies
� Application of the strategy formulation process to public sector/non-profit organizations
o Measure of success for a public sector/non-profit organisation? Plenary discussion.
o Drivers of success measure for public sector/non-profit organisations? Case studies.
� Group exercise on public sector/non-profit organisations followed by presentation of results
� End of Module 2
Module 3: SCQ FrameworkSM, Issues Analysis Technique, Mission and Vision
� Review of Module 2
� The SCQ FrameworkSM
� SCQ group exercise followed by presentation
� The Issues Analysis Technique for answering strategic questions
o Presentation of concept with examples
o Group exercise on drawing of an Issues Tree
o Examples on how to apply the Issues Analysis Technique for answering strategic questions
� Mission and Vision
o Presentation of key concepts
o Individual exercise in crafting mission statement for own work unit
o Case study of a sample vision statement
� End of Module 3
Module 4: Strategic Thinking at the Functional Level, Strategic Analysis Tools, Strategy Execution
� Review of Module 3
� Strategic Thinking at the Functional Level
o Application of the strategy formulation process at the functional level
o Worked example on how to apply the process at the functional level
� Strategic Analysis Tools
o External Analysis: Customer Analysis, Competitor Analysis, Industry Analysis
o Internal Analysis: Past/Current Performance, Skills and Assets, Core Competencies
� Strategy Execution – Key Requirements for Success
� Summing up
� End of programme
(Level 2) Supervisors, Executive, & Emerging Managers
(Level 3) New Managers
(Level 4) Managers
Alfred Chan is Executive Director in a leadership and management development company that represents the American Management Association in Singapore and several other countries in the region. He has been in management consulting for over 20 years, with Arthur D. Little, Andersen Consulting (now Accenture), Arthur Andersen and KPMG, in the last two firms as a Partner and a Director respectively. Prior to management consulting, he was in investment banking with Morgan Guaranty Trust and DBS Bank. Mr Chan has an MBA (Finance Major) from Columbia Business School in New York and a degree in electrical engineering from the University of Melbourne, earned under a Colombo Plan Scholarship.
SIM members - $1,027.20
Non-members - $1,284.00
Inclusive of GST
Enquiries : Grace Tan - 62489414 | 62466746, firstname.lastname@example.org