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Strategic Management Course: Strategic Policy and Strategic Planning Processes

By: HRODC Postgraduate Training Institute, A Postgraduate-Only Institution


22 Apr - 10 May, 2019  19 days

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GBP 15,000

This is a 15-day course. At the end of the course, you will receive a Diploma-Postgraduate in Strategic Management: Strategic Policy and Strategic Planning Process (Triple Credit).

By the conclusion of the specified learning and development activities, delegates will be able to demonstrate a heightened understanding of the following concepts and issues:

Part 1: Strategic Management: Salient Issues

  • Defining Strategic Management
  • Three Core Areas of Strategic Management
  • Strategic Analysis
  • Strategic Development
  • Strategy Implementation
  • Three Elements of the Strategic Decision
  • Five Key Elements to Strategy Strategic Management at the Corporate and Business Level
  • What Makes “Good” Strategy?
  • Two Main Test Areas for Strategy
  • Application-Related
  • Academic Rigor
  • Prescriptive Model of Business Strategy
  • Emergent Model of Business Strategy
  • What is Green Strategy and Where Does It Fit In?

Part 2: Strategic Analysis and Purpose

  • Analyzing the Strategic Environment 
  • Analyzing the Main Elements of the Environment
  • Analyzing the Strategic Environment
  • The Ten Basic Analytical Tools
  • Steps in Taking the Analytical Tools
  • Customer Profiling
  • Segmentation and Positioning; 
  • Analyzing the Strategic Environment:
  • The Ten Basic Analytical Tools;
  • How Do We Analyze the Strategic Environment? 
  • Five Political Trends That Have Affected Strategic Management; 
  • Government and Industrial Policy.
  • Analyzing Resources and Capabilities  
  • Why Are Strategic Resources and Capabilities Important? 
  • Identifying and Developing the Resources That Deliver SCA and Value Added; 
  • How Can We Identify Value Added? 
  • Green Strategy Value Chain Linkages; 
  • Green Strategy Value Chain:
  • Benefits and Costs; 
  • How Can We Identify Strategic Resources And Capabilities? 
  • Sustainable Competitive Advantage: 
  • Categories of Resources; 
  • Resources and Capabilities Should Be Analyzed Against Seven Main Elements
  • Valuable, Rare, Inimitable, Organized (VRIO) Framework; 
  • The VRIO Framework:
  • Performance Implications; 
  • Core Competencies; 
  • Distinguishing Features of Successful Core Competences; 
  • Benchmarking; 
  • Leveraging; 
  • Upgrading Resources; 
  • How Do We Analyze an Organization’s Strategic Resources and Capabilities? 
  • Identify the Resources;
  • Capabilities of the Organization; 
  • Resources/Capabilities Analysis; 
  • Sustainable Competitive Advantage; 
  • Intensity of Competition in an Industry.
  • Strategy Dynamics  
  • Tackling Strategy Dynamics; 
  • What Are Strategy Dynamics? 
  • Interpretative Dynamics vs. Proactive Dynamics; 
  • Various Approaches of Strategy Dynamics; 
  • Interpretive Dynamics:
  • Nature and Intensity of Industry Competition; 
  • Interpretive Dynamics: Innovation Flow Process in Strategy Dynamics; 
  • Proactive Dynamics:
  • Three ‘S’ Framework for Strategy Dynamics; 
  • Proactive Dynamics: Planning Aggressive Competitive Strategies; 
  • The Dynamics of Purpose; 
  • The Dynamics of Environmental Development; 
  • The Dynamics of Resource Development.
  • Strategy Dynamics: Prescriptive Purpose Delivered Through Mission, Objectives and Ethics   
  • Understanding the Organization’s Purpose; 
  • Developing the Purpose of the Organization; 
  • Identifying a Vision for the Future; 
  • Coping with Stakeholder Power; 
  • Developing Corporate Governance, Ethics and Corporate Social Responsibility (CSR); 
  • What is Corporate Governance? 
  • Ethics and CSR; 
  • Developing the Organization’s Mission and Objectives; 
  • How to Formulate A Mission Statement; 
  • “What’s the Difference between Visions, Mission and Objectives?”; 
  • How to Develop Objectives; 
  • Mission and Objectives: Prescriptive and Emergent Approaches; 
  • Purpose and Quality Issues; 
  • Total Quality Management (TQM).
  • Purpose Emerging from Knowledge, Technology and Innovation   
  • Prescriptive Processes Do Not Capture Innovation Well; 
  • Emergent Processes Capture Innovation Better; 
  • An Emergent Approach to Purpose; 
  • Knowledge Creation; 
  • How Does Knowledge Influence Purpose? 
  • Innovation through Technology; 
  • The Innovation Process; 
  • An Emergent Approach to Purpose.
  • Part 3: Developing the Strategy
  • Developing Business Strategy Options
  • SWOT Analysis; 
  • Options Based on Market Opportunities; 
  • Options from Resource-Based Approaches; 
  • Developing Green Strategy Options; 
  • Resource-Based Options in Some Special Types of Organizations; 
  • Options Based on Market Opportunities.
  • Developing Corporate Level Strategy Options   
  • Diversification Options, Benefits; 
  • Diversification Options, Costs; 
  • Diversification Options, Degrees of Diversification; 
  • Role of HQ: Parenting Options; 
  • BCG Growth-Share Matrix; 
  • Some Difficulties with Portfolio Matrices; 
  • Tools of Corporate-Level Options; 
  • Developing Green Strategy Options.
  • Strategy Evaluation and Development: The Prescriptive Process 
  • Choosing Between Strategy Options; 
  • Strategy Content and Strategy Process; 
  • Six Selection Criteria for Choosing Between Options; 
  • Procedures and Techniques for Selection; 
  • Applying Empirical Evidence and Guidelines; 
  • Classic Strategic Planning Process; 
  • Some Problems with the Classic Strategic Planning Process; 
  • Selecting Green Strategies; 
  • Analysis of Business Risk; 
  • Assessing Stakeholders’ Reactions.
  • Finding the Strategic Route Forward: Emergent and Prescriptive Approaches   
  • Importance of Strategy Context; 
  • Three Main Elements to Context;
  • Context 1: Survive in a Hostile Market; 
  • Context 2: Fast Moving and Uncertain Future; 
  • Context 3: Complex Decision-Making both Within and Outside an Organization; 
  • Context 4: Need to Involve Many Management Levels and Innovate Through Experimental Processes; 
  • Exploring the Learning-Based Process.
  • Organizational Structure, Style and People Issues   
  • Developing the Organization Structure; 
  • Designing Organization Structures to Fit the Strategy; 
  • Strategy Before Structure: Chandler’s Contribution; 
  • The Five Main Problems of Putting Strategy before Organizational Structure; 
  • Organizational Structures for Innovative Companies; 
  • Motivation and Staffing in Strategy Implementation.
  • Part 4: Effective Strategic Planning for Organizational Competitive Advantage
  • Learning the Concepts of Competition and Competitive Advantage; 
  • Understanding the Concept of Value as it Relates to Competitive Advantage; 
  • Identifying the Rationale for Strategic Planning; 
  • Following the Strategic Planning Process; 
  • Collecting, Organizing, and Analyzing Data Relevant to the Strategic Plan; 
  • Developing Informed Predictions; 
  • Adopting a Strategic Emphasis and Competitive Strategy; 
  • Preparing the Strategic Plan; 
  • Implementing the Strategic Plan; 
  • Conceptualizing the Strategic Planning Steps from Start to End.
Kuala Lumpur, Amsterdam, Paris, Brussels Apr 22 - 10 May, 2019
GBP 15,000.00 + 750.00 (VAT)(The course cost does not include living accommodation. However, delegates are treated with the following: Continuous snacks throughout the Event Days; Hot Lunch on Event Days; City Tour; Hand-outs; Stationery. We offer very attractive discount for groups)
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Ms. Michelle +442071938392; +447487877573; +639368309409

Prof. Dr. R. B. Crawford
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