Modern business ideologists have recognized the social responsibilities of business activities and the principles of management have reached a stage of refinement and perfection. The formation of big companies resulted in the separation of ownership from management.
This change in ownership pattern inevitably brought in ‘salaried and professional managers’ in place of ‘owner managers’. The giving of control to the hired management resulted in the wider use of scientific methods of management. But at the same time, professional management has become socially responsible to various sections of society such as customers, shareholders, suppliers, employees, trade unions, and other Government agencies.
Program Objectives and benefits
The overall objective of this program is to help Corporate Directors, Leaders and managers transcend their professional competence and expertise and explore a broader organizational management perspective; irrespective of the organizational size or structure.
Attendees at this training will be able to:
- Test their understanding, capacity, and ability to articulate and deliver strategic plans for their businesses.
- Identify how to develop consciousness for and take total responsibility for everything through strategic planning and scenario sensitivity analysis
- Practice the discipline of focus; planning and executing business actions in line with the vision and mission of the organization for optimal success
- Articulate how to remain agile and innovative in the face of distraction and competition.
- Design a stakeholder value map towards better stakeholder interaction, enhanced collaboration, and hone the strategic capabilities of the executive and that of the organization.
• Advantages of Strategic Planning
• Focus of a Strategic Planning Programme
• Specific ways forward for the organization
• Specific actionable steps to achieve desired results
• Specific responsibilities assigned to everyone
• Specific timeline for actions to be completed and delivered.
• Environmental Scanning
• Current Strategy Audit
• Pillars of Strategy
• Expenditure Plans
• Contingency Plans
• Plan Implementation
o Business Culture - Dominant Characteristics
• Employee Covenant
o Talent Pool
• Quality Standards
• Talent Management
o Training and Education
o Career Development
• Focused Improvement
o Value Innovation
o Tailored Value Chain
o Continuous Improvements
Performance Planning and Taking Total Responsibility
• Prepare worst-case and best-case scenarios (Sensitivity Analysis)
• Prepare contingency plans
• Plan Implementation:
o Capital Spending Plan (from Performance Objectives)
o Operational Spending Plan (from Performance Objectives)
o Financial Projections (by Accounts and Finance).
Executing in Line of Vision and Mission
• The Environmental of the Business.
• Our Self Audit
• Our S. W. O. T.
• Our Vision and Mission Review
• Our Scorecard Issues
• Goals Set, Performance Standards and Dependencies
• Performance Monitoring Process.
The Potential of the corporate to Endure
• The "job-to-be-done" philosophy
• Disruptive Innovation process
• Improvement Innovation strategy.
The Business Strategy Canvass
Human Asset Quality
• Depth and breadth of staff skills
• Employee engagement.
The Four Action Framework
Stakeholder Value Map
• Strengthen governance approaches
• Align resources with strategies
• Improve business processes
o Customer Strategy, Relationships and Interaction (Marketing, Sales, Delivery, Billing, Service)
o Product Strategy, Development and Production (Innovation and Design, Supply Chain Management, Production Operations and Logistics)
o Human Resource Strategy and Management (Recruitment, Development, Administration and Performance Management)
o IT Strategy and Management (Design, Development, Deployment, Operations and Performance Management)
o Financial Strategy and Management
• Hone strategic capabilities
• Manage tax effects and opportunities
• Improve control
• Reduce risk
• Collaborate more effectively
• Satisfy customers, employees, and stakeholders.