Strategy is by definition the starting point for corporate behavior. It expresses an organization’s ambitions, sets out its chosen direction and describes the principal initiatives and projects necessary to achieve its mission.

Over the last few years, the global economy has been affected by a continuous stream of powerful shocks. As organizations, we need to be constantly scanning the marketplace to ensure that we are positioned effectively to respond to these shocks.

Despite its significance, aligning an organization to its strategy remains one of the most elusive and unsatisfactory areas of management endeavour. Indeed, research has shown that 85% of senior leadership teams spend less than 1 hour per month discussing strategy and only 5% of the workforce understands strategy

So too many executives spend days or weeks devising well-crafted strategies and then throw them “over the wall” to the rest of the company, hoping and praying that their vision will bear fruit.

Strategy development is a curious mixture of science and art, fact and insight, knowledge, experience and creativity. In addition, in today’s complex multinational organizations it must draw on the skills of leaders from across the enterprise and in all functional areas.

This means that if strategy is to be delivered successfully by an organization it must be clearly articulated and communicated throughout the business. In other words, the strategy must be widely understood at all management levels so that operational plans and day to day activities are aligned with corporate goals and objectives.

We need people who can deliver exceptional performance; we need people who are engaged and fulfilling their potential; and we need a culture that rewards success. The inspirational leader must ensure this.

The essential components are:

  • A clear understanding of stakeholder requirements and external influences.
  • An unequivocal statement of strategy, with measurable objectives and clearly articulated performance measures.
  • Systems and processes which enable the strategy to be communicated in a consistent, relevant and appropriate way to all corners of the organization.
  • A highly trained workforce that is equipped to act on and aligned with the strategy.
  • Feedback mechanisms that enable under or over performance to be identified rapidly so that remedial action can be taken to bring strategy delivery back on course.
  • A leadership who engage their people in the process of design and delivery of the changes that are consequent to the strategy

During this two day program participants are invited to:

  • Build an organisational vision, mission and strategy
  • Evaluate the impact of the wider environment of strategy
  • Create the building blocks for a successful strategy
  • Use the Balanced Scorecard to ensure that strategy and culture are aligned to positively impact on the organisation
  • Recognise the qualities and capabilities of a strategic leader
  • Build a compelling message for those they lead
  • identify the behaviours which build trust and influence

 Who Should Attend

  • Senior leaders wishing to reflect and appraise their leadership style
  • Leaders who wish to re-establish organisational purpose and direction
  • Aspiring high potential candidates
  • All Team/ discipline leaders with a focus on change management issues
  • Departmental managers with a focus on strategy
  • HR professionals about to implement and support change, management issues

 The Benefits: Typical results at work include:

  • Clarity as to the process of designing and delivering the strategy
  • Using the Balanced Scorecard and meaningful KPIs to encourage delivery of the strategy
  • A proactive approach towards change
  • Employee engagement through alignment

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