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Gain the skills necessary to change from letting things happen to making things happen the way we want. These are necessary skills to:
- Develop a new company/division/department
- To grow an existing company/division/department
- To take charge of your own life.
Too often company executives or managers focus on fixing day-to-day problems. They react to problems, rather than focusing on what they would like for the company to be and then making it happen. This program focuses on changing the way we think from reacting (responding to day-to-day problems, fixing and repairing) to developing plans of what we want to have happen and then implementing the plans.
- Develop a plan to achieve the goals you want for you and your company.
- Change you and your organization from letting things happen to making things happen the way you want.
- Develop Strategic thinking in your organization.
- Determine where you and your company want to be.
- Develop a Strategic plan for
- You personally
- You professionally
- Your organization.
- Develop strategic thinking that will allow you to achieve success in any endeavour.
- Examine the keys to successful implementation
- Develop a measurable action plan that drives success.
- Identify, measure, and track critical success factors
Anyone in a lead role or who is about to be would benefit from this seminar. Anyone who is involved in developing or helping realize the company vision.
You Will Learn
- How to change from reacting to problems to making things happen the way you want for you and your company.
- To recognize the importance of planning what you want to happen instead of reacting to the daily problems.
- What is really important to you and your organization.
- How to set the Right Goals the Right Way.
- How to simplify—manage 3-5 things instead of managing 50-60.
- How to develop long term/intermediate term/short term plans.
- What is important to you.
- What is important for your organization.
- A greater strategic perspective at all levels of the organization.
- Development of the next generation of strategic leaders.
- Specialist managers who are able and empowered to think strategically.
- Creating tomorrow’s business out of today’s
- Greater confidence in understanding the strategic impact of the current specialist managerial role.
- A vital knowledge base in preparing for greater general responsibility.
- A better appreciation of the holistic nature of major business decisions.
- Achieving the right balance of analytical and creative thinking.
- Contributing to more effective multi-specialist teamwork.
- Aligning strategy with resources.
- Change management and business development.
The approach to the seminar is to combine formal presentation of the subject matter with class discussion of case studies that illustrate the issues that have just been presented. Some use of vide-based material is included. Above all, the seminar leader will refer extensively to examples of strategic analysis and decisions made in companies with which he has been personally involved. This gives a real-life and up-to-date perspective on the subject.
Day 1 - How We Think: Are we simply allowing things to happen, or are we making them happen the way we want?
- What is strategy – core concept and definition of terms
- What is a Strategic Plan
- How we think
- Analytical thinking
- Creative thinking
- What is a Leader? The difference between leadership and management.
- Strategic and operational goals – the significance and difference
- Performance measurement at the strategic and operational levels
- Continuous Improvement
- Mini-case 1: group discussion
- Two key roles
- Visionary – the role of the Chief Executive Officer
- Chief implementer – the role of the Chief Operating Officer
Day 2 - Strategic Planning
- What is important?
- Concept of the “business model”
- Vision – guidelines and examples
- Personal
- Professional
- Organisational
- Values
- Mission statement – guidelines and examples
- Trends
- The international and national economy
- Our industry sector
- Competitive structure within our industry
- Mini-case 2: group discussion
Day 3 - Marketing/Sales and Strategy Selection
- Evaluation of markets, competitors and customers
- Marketing plans and sales plans
- Market plan – capturing value rather than just volume
- Sales plan – how to fulfil market opportunities
- SWOT analysis; strategy matrix; strategy selection
- Mini-case 3: group discussion
Day 4 - Finances
- Strategic versus operational aspects of finance
- Globalisation of the financial markets
- The issue of financial risk/volatility and its impact on strategy
- Balancing the considerations of profitability, liquidity and gearing
- The financial aspects of supply chain design – the “value engineering” of fixed and variable cost through outsourcing and “minimal inventory” processes
- The strategic impact of time compression and shortening life-cycles
- Capital-labour substitution in a global context
- Overhead cost
- Fixed and variable costs
- Cost of
- Quality (poor quality/good quality/great quality)
- Time
- Labor
- Floor space/inventory
- Other costs?
- Breakeven analysis
Day 5 - Bringing It All Together
- Review
- Vision
- Mission
- Values
- Critical Goals
- Market Plan
- Sales plan
- Production Plan
- Developing action plans
- The importance of measurements/trends
- Accountability – building a business strategy team and securing buy-in at relevant levels in the organisation
- The importance of strategic planning aligned throughout an organization and its supply-demand chains. The emerging 21st century concept of “dynamic alignment”
- The “death of distance” and the shift of competitiveness from product/service to business model
Oxford Management Centre
John
Eccles House
Robert Robinson Ave
Oxford Science Park
Oxford
OX4 4GP
United Kingdom
Tel: +44 1865 338088
Fax: +44 1865 338100
email info@oxford-management.com
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