Strategic Management: Strategic Policy and Strategic Planning Processes

HRODC Postgraduate Training Institute
Em Central London (Reino Unido)

£12.000 - (R$52.814)

Informação importante

  • Curso
  • Central london (Reino Unido)
  • Duração:
    15 Days
  • Quando:
    à escolha
Descrição


Suitable for: General Managers, Managing Directors, Finance Managers, Strategic Planners, Chief Executive Officers (CEOs), Chief Operations Officers (COOs), Chief Financial Officers (CFOs), Senior Level Managers, Business owners, Entrepreneurs and Those who are in the journey of marketing, sales and entrepreneurship

Informação importante

Requisitos: Degree or Work Experience

Instalações

Instalações e datas

Início Localização
à escolha
à escolha
à escolha
Central London
Carburton Street, W1W 5EE, London, Reino Unido
Ver mapa

O que se aprende nesse curso?

Business Strategy
Strategic Management
Management
Market
Options
IT
Ethics
Innovation
Planning
Green
Strategic Planning
Planning Process
IT Development
IT Management
Strategic Analysis

Programa

Course Contents, Concepts and Issues:

Strategic Management: Strategic Analysis and Development


Strategic Management: An Introduction

  • 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 Level
  • Business Level
  • What Makes “Good” Strategy?
  • Two Main Test Areas for Strategy
  • Application-Related
  • Academic Rigour
  • Prescriptive Model of Business Strategy
  • Emergent Model of Business Strategy
  • What is Green Strategy and Where Does It Fit In?
Strategic Analysis and Purpose

Analysing the Strategic Environment

  • Analysing the Main Elements of the Environment
  • Analysing the Strategic Environment
  • The Ten Basic Analytical Tools
  • Steps in Taking the Analytical Tools
  • Customer Profiling
  • Segmentation and Positioning
  • Analysing the Strategic Environment: The Ten Basic Analytical Tools
  • How Do We Analyse The Strategic Environment?
  • Five Political Trends That Have Affected Strategic Management
  • Government and Industrial Policy
Analysing 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 Analysed Against Seven Main Elements
  • Valuable, Rare, Inimitable, Organised (VRIO) Framework
  • The VRIO Framework: Performance Implications
  • Core Competencies
  • Distinguishing Features of Successful Core Competences
  • Benchmarking
  • Leveraging
  • Upgrading Resources
  • How Do We Analyse an Organisation’s Strategic Resources and Capabilities?
  • Identify the Resources Capabilities of the Organisation
  • Resources/Capabilities Analysis
  • Sustainable Competitive Advantage
  • Intensity of Competition in an Industry
Strategy Dynamics
  • Tackling Strategy Dynamics
  • What Is 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 Organisation’s Purpose
  • Developing the Purpose of the Organisation
  • 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 Organisation’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
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 Organisations
  • 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 Organisation
  • Context 4: Need To Involve Many Management Levels and Innovate Through Experimental Processes
  • Exploring the Learning-Based Process
Organisational Structure, Style and People Issues
  • Developing the Organisation Structure
  • Designing Organisation Structures to Fit the Strategy
  • Strategy Before Structure: Chandler’s Contribution
  • The Five Main Problems of Putting Strategy before Organisational Structure
  • Organisational Structures for Innovative Companies
  • Motivation and Staffing In Strategy Implementation
Effective Strategic Planning for Organsiational 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, Organising, and Analysing Data Relevant to the Strategic Plan
  • Developing Informed Predictions
  • Adopting a Strategic Emphasis and Competitive Strategy
  • Preparing the Strategic Plan
  • Implementing the Strategic Plan
  • Conceptualising the Strategic Planning Steps from Start to End

Informação adicional

Strategic Management: Strategic Policy and Strategic Planning Processes - Leading to Diploma-Postgraduate, Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc, Incorporating Green Strategy Value Chain, Benchmarking, Strategic Dynamics (London, UK)