ICTD International Centre for Training and Development

The Certified Strategist: From Planning to Execution

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About the course

Why do some organizations continually succeed in meeting stakeholders’ expectations while others do not? Why do some organizations have a roller coaster performance record? One of the key differentiators between all these types of organizations is the existence and proper execution of a mid to long term strategy.

In this course, we will dig deep into many well established frameworks, tools and techniques for strategic planning and execution. Participants will be able to pinpoint the real reasons behind long term strategic performance and be able to replicate this success in their own organizations.

Course Objectives

By the end of the course, participants will be able to:

  • Apply effectively the strategy management process using essential strategic thinking and planning tools and techniques
  • Employ models and frameworks to strategically analyze the external environment of an organization
  • Identify and build organizational competencies, capabilities and competitive position
  • Mobilize the organization to execute a measurable strategic plan in order to achieve the organization’s vision
  • Translate the strategic plan into internal operations with focus on continuous improvement
  • Select a corporate culture that promotes good strategy execution

Course Outline

The managerial process of crafting and executing strategy

  • The three big strategic questions
  • Key elements of a successful strategy
  • Strategy and the quest for competitive advantage
  • The importance of strategy
  • The strategy making, strategy execution process
  • Types of strategic objectives required
  • Corporate and business level strategies
  • Functional and operational level strategies
  • Breadth of strategy crafting and implementation

Evaluating a company’s external environment

  • The components of a company’s micro and macro environments
  • Key questions regarding industry and company environment
  • The industry’s dominant economic traits
  • Porter’s five industry forces model
  • Typical weapons for competing
  • Key success factors for competitive success
  • Fundamentals of 'PEDESTL' framework
  • Determining external opportunities for the organization
  • Determining external threats impacting the organization

Evaluating a company’s resources and competitive position

  • Situational analysis: key questions
  • Role of 'SWOT' analysis in crafting a better strategy
  • Defining the organization’s internal strengths
  • Competencies versus core competencies versus distinctive competencies
  • Defining the organization’s internal weaknesses
  • Identifying weaknesses and competitive deficiencies
  • Porter’s generic strategies
  • Key indicators of how well strategy is working
  • Value chain innovation

Building an organization capable of good strategy execution

  • Crafting versus executing strategy
  • Management challenges in executing strategy
  • The strategy implementers
  • Putting together a strong management team
  • Building core competencies and competitive capabilities
  • Defining strategic objectives
  • The balanced scorecard (BSC)
  • Creating critical success factors (CSFs)
  • Key performance indicators (KPIs)
  • Matching your organizational structure to your strategy

Managing internal operations

  • From strategic plan to action plan
  • Lining up your resources behind the drive for good strategy execution
  • Establishing and instituting policies and procedures that facilitate strategy execution
  • Adopting best practices and striving for continuous improvement
  • Building information and operating systems that proficiently support your strategy
  • Tying rewards and incentives to strategy execution
  • Guidelines for designing an effective compensation system

Corporate culture and leadership

  • Initiating a corporate culture that promotes good strategy execution
  • Features of the corporate culture at Nordstrom
  • Spreading the company’s culture
  • Types of corporate cultures
  • Leading the strategy execution process

Course Methodology

A variety of methodologies will be used during the course that includes:

  • (30%) Based on Case Studies
  • (30%) Techniques
  • (30%) Role Play
  • (10%) Concepts
  • Pre-test and Post-test
  • Variety of Learning Methods
  • Lectures
  • Case Studies and Self Questionaires
  • Group Work
  • Discussion
  • Presentation

Who should attend

All levels of managers and company personnel who are involved in charting and supporting the execution of the company plans to achieve its strategic goals and objectives.

Course reviews

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