Strategy Matters: Turning Ideas Into Actions

IMS

What are the topics?

IMS

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About the course

Take a moment to ask yourself one question: do I know how to configure and leverage strategy to achieve business growth and market success? Doing so is a fundamental task of any senior manager. Strategy is much more than planning processes and high-level resource allocation decisions. Strategy is how you render your business proactive, innovative, excellent and profitable. Do you have the mind-set and strategic toolkit needed to achieve this level of success? In this seminar we lay out an integrated and dynamic process for thinking about and doing strategic management. Adopting a strategic approach renders managers better able to make decisions during unstable and uncertain periods and more able to deal with complexity, diversity and varied sources of information both inside and outside their organisations. The underpinning principle is the balance between change and consistency. To achieve breakthroughs in performance, managers need to recognise and maximise where excellence exists inside the organisation, while at the same time identifying and seizing opportunities outside.

Time Allocation - Topics

10% Setting expectations

  • Overview of key concepts
  • Connecting the seminar with business objectives

10% What is strategy and why does it matter? What exactly is strategy and what does it take to be a strategic manager?

  • Understanding your company’s strategy and how it might be improved and accelerated
  • Learning from strategic best practice elsewhere
  • How to approach strategy in an integrated and innovative way

20% Group Work I

  • Each small group chooses a firm where at least one of them works. Discuss the company’s strategy and current business objectives. Then agree on the firm’s ideal vision, mission, and objectives and where and why change is needed

10% Two groups present and receive constructive feedback from the seminar leader and wider group

15% Delivering growth through strategy

  • Aligning market and nonmarket strategy
  • Analyzing the competitive environment
  • Identifying opportunities and sources of value to the customer
  • Delivering through people and processes

20% Group Work II

  • In the same group as in the morning, consider what are the key challenges to implementing the ‘ideal’ strategy you agreed on and how can they be overcome?

10% Two groups present and receive constructive feedback from the seminar leader and wider group

5% Conclusions

  • Synthesis of main ideas and techniques; Q&A; summary of key takeaways and action points

Focus

Primary -- LEADERSHIP DEVELOPMENT: Adaptability, Communication, Creativeness, Strategic Thinking

Secondary -- PLANNING/ORGANIZING: Problem Identification, Analysis, Developing Specific Plans

Tertiary -- EXECUTING/CONTROLLING/EVALUATING: Decision Making, Evaluation

Experts

Thomas Lawton

Bio Professor Lawton is an authority on nonmarket strategy and business model innovation, particularly during corporate turnaround or in response to political risk. Much of his work explores organizational forms and strategy processes for engaging political and social actors and arenas. The resea...

Strategy Matters: Turning Ideas Into Actions at IMS

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Disclaimer

Coursalytics is an independent platform to find, compare, and book executive courses. Coursalytics is not endorsed by, sponsored by, or otherwise affiliated with any business school or university.

Full disclaimer.

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