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Course Description

  • Prescriptive strategy content: evaluation against six criteria
  • Strategy evaluation: procedures and techniques
  • Applying empirical evidence and guidelines
  • The classic prescriptive model of strategic management: exploring the process

  • Prescriptive strategy content: evaluation against six criteria
  • Strategy evaluation: procedures and techniques
  • Applying empirical evidence and guidelines
  • The classic prescriptive model of strategic management: exploring the process

Course Content

Developing Business-Level Strategy Options

  • Purpose and the SWOT analysis – the contribution of Andrews
  • Environment-based options: generic strategies – the contribution of Porter
  • Environment-based strategic options: the market options matrix
  • Environment-based strategic options: the expansion method matrix
  • Resource-based strategic options: the resource-based view
  • Resource-based strategic options: cost reduction

Developing Corporate-Level Strategy Options

  • Corporate-level strategy: the benefits and costs of diversifying
  • Corporate options: degrees of diversification
  • Corporate strategy and the role of the centre – the principle of parenting
  • Corporate strategy: decisions about the company’s diversified portfolio of products
  • The tools of corporate-level options: from acquisition to restructuring

Developing Business-Level Strategy Options Purpose and the SWOT analysis – the contribution of Andrews Environment-based options: generic strategies – the contribution of Porter Environment-based strategic options: the market options matrix Environment-based strategic options: the expansion method...

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Additional Information

Finding the Strategic Route Forward

  • The importance of strategy context
  • The survival-based strategic route forward
  • The uncertainty-based strategic route forward
  • The network-based strategic route forward
  • The learning-based strategic route forward

Organisational Structure, Style and People Issues

  • Strategy before structure?
  • Building the organisation’s structure: basic principles
  • The choice of management style and culture
  • Types of organisational structure
  • Organisational structures for innovation
  • Motivation and staffing in strategy implementation

Implementing and Controlling the Strategic Plan

  • The nature and limitations of the implementation process
  • Objectives, task setting and communicating the strategy
  • Resource allocation
  • Information, monitoring and control
  • The Balance Scorecard: the contribution of Kaplan and Norton
  • Prescriptive strategy planning

Green Strategy and Sustainability

  • Green strategy and sustainability: the main topics
  • Green strategy: environmental analysis
  • Green strategy: analysing resources
  • Green strategy: stakeholders and organisational purpose
  • Green strategy: knowledge, technology and innovation
  • Green strategy: strategic options and choice
  • Implementing green strategies

Managing Strategic Change

  • The basic concept of strategic change
  • Analysing the causes of strategic change
  • Prescriptive approaches to managing strategic change
  • Emergent approaches to managing change
  • Developing a strategic change programme

Strategic Leadership

  • What isstrategic leadership?
  • What makes a successful leader?
  • How leadership roles change over time
  • How leaders cope with power
  • Successful strategic leadership

Strategy and Business Models

  • What is a business model?
  • Identifying the elements of the business model
  • The benefits and problems of the business model
  • Strategic management and business models

Target audience

  • Heads of organisations, chief officers, chairpersons, board members and directors.
  • Heads of departments, and senior managers & executives involved in the development of strategic management.
  • Those who wish to understand the basic concepts for identifying the future of their organisations with the new challenges and opportunities that may lead to substantial change.
  • Those who wish to consider not only the rational approach to strategic decision making, but also the creative aspects of such decisions.
  • Those who wish to grasp the major intended and emergent initiatives that can be taken, involving the utilisation of resources, to enhance the performance of their firms in their external environments.

Learning outcomes

Upon completion of this course, you will be able to understand:

  • The main environment-based and resource-based opportunities available to organisations, and the strategy options that arise from these opportunities.
  • The benefits and problems of being part of a group.
  • The options that arise from being part of a corporation.
  • How to develop and decide strategic management.
  • The important distinction between strategic content and strategic process.
  • The options that are consistent with the purpose of an organisation.
  • The options that are particularly suitable for the environmental and resource conditions facing an organisation.
  • The options that make valid assumptions about the future, are feasible, contain acceptable business risk, and are attractive to stakeholders.
  • The distinction between strategic context and the other two elements – content and process.
  • How emergent strategic considerations alter the decisions.
  • The main features of alternative strategic approaches.
  • The consequences of chosen strategies.
  • The main principles involved in designing an organisation’s structure to implement its strategy.
  • The special considerations that apply when seeking innovatory strategies.
  • How managers are selected and motivated to implement strategies.
  • The process of implementation.
  • How tasks and objectives are set.
  • How resources are allocated.
  • How strategic planning is conducted and its influence on strategy.
  • How strategy is controlled.
  • The role of information processing and systems.
  • The main elements of green strategy and sustainability.
  • The additional elements involved in analysing the green strategy environment and in identifying sustainable resources and capabilities.
  • How purpose changes as green strategy and sustainability principles are adopted.
  • The implications of green strategy for knowledge, technology and innovation.
  • The impact of green strategy and sustainability on strategic options and choice.
  • Why people resist strategic change.
  • The main principles involved in strategic change.
  • How to devise a programme to manage change.
  • How strategic management is changing.
  • The main elements of strategic leadership.
  • What makes a good leader.
  • How leadership roles change over time.
  • How leaders influence organisations and cope with power.
  • The main elements of successful strategic leadership.
  • The difference between a business strategy and a business model.
  • The main elements of a business model.
  • How to identify the main strengths and weaknesses of business models.
  • The usefulness of business models.

Finding the Strategic Route Forward The importance of strategy context The survival-based strategic route forward The uncertainty-based strategic route forward The network-based strategic route forward The learning-based strategic route forward Organisational Structure, Style and...

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