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GIBS Business School

Strategy for Non-strategists

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Description

Explore the ideas used by strategists and nurture your understanding of the exciting field of strategy.

This programme is for non-strategists from all disciplines and backgrounds, who want to understand the language of strategy. It will cover the fundamental tools, techniques and metrics of strategic management. The focus is on helping non-strategists to recognise the value of strategy and to embed an ability to constructively participate in strategic processes in an insightful way. The learning approach involves testing key techniques on various live and hypothetical entities and actively critiquing the outcomes.

How you will benefit

At the end of the programme, you will be able to:

  • Use selected aspects of the language, processes, techniques, models and frameworks of strategists;
  • Describe how strategy is distinct from, and complementary to vision, mission and values;
  • Understand how strategic techniques fit within the domains of strategic position, strategic choices and strategy in action;
  • Learn how to identify megatrends, inflexion points and weak signals and how these are used in scenario planning;
  • Clarify the nature of strategic assets and explain dynamic capability;
  • Conduct a value mapping analysis and apply the strategy clock concept;
  • Describe the concepts of strategic value, alignment and engagement;
  • Evaluate good and bad strategies based on suitability, acceptability and feasibility criteria and the balanced score card;
  • nderstand some of the pitfalls of a strategic process and of implementation;
  • Analyse and define organisational culture using the culture web; and
  • Improve personal and organisational market relevance by understanding paradigms and the concept of strategic drift.

Key focus areas

  • Strategy in context;
  • Industry and market analysis;
  • Differentiated vs cost leadership strategies;
  • Strategic value and strategic assets;
  • The nature of competitiveness;
  • Critical thinking skills;
  • Strategy metrics;
  • Culture and change;
  • Challenges in designing and executing strategies; and
  • Case study analysis.

Who should attend

  • Non-strategists wanting to make insightful contributions to strategy;
  • Individuals wanting to critique and provide constructive feedback in strategy processes;
  • Managers and functional specialists advocating particular strategic choices within the organisation;
  • Managers and functional specialists implementing strategic goals;
  • Business unit heads transitioning from operational to strategic roles; and Individuals needing a solid foundation in key strategy concepts and metrics.

Note: This programme has been designed for individuals with a minimum of around five years of working experience and who are new to the concepts of strategy.

Experts

Mark Peters was born and educated in Ireland – after school he became a commercial banker with Allied Irish Bank plc, Dublin in 1979.        In 1985 he obtained a grant scholarship with the Ford Foundation in the US to research the financing of small business and community development, based in S...

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