Who should attend
The programme is designed to benefit four key groups: CEOs who are desirous of improving their strategy execution capabilities, managers who are new to implementing strategy, moving into a more challenging implementation role or simply looking for new ideas to try where others have failed.
Typically they will be:
- CEOs of firms who are desirous of improving the strategy execution abilities of their organizations
- Chief Strategy Officers or Senior Managers charged with the responsibility for Strategy Execution in their organizations
- General managers who head business units, e.g. country managers or product or division heads
- Senior managers who are new to implementing strategy, moving into a more challenging implementation role or simply looking for new ideas to try where others have failed
- Executives with accountability for outcome and direct control of significant resources (budgets and groups of people), typically general managers who lead business units, senior managers who head significant departments or leaders of major project teams
About the course
Most companies believe that, after careful strategic review, analysis and planning, they have a winning strategy. The unfortunate truth however is that the vast majority of companies fail to get what they want out of their strategic plan and that the problems usually begin with execution. The result of this is both organizational failure and individual stress and frustration – especially for the executives charged with implementation. Rationally, these executives have clear ideas and know what they need to do – and yet they cannot get it done. They may even have read the recent research, showing that hidden psychological or sociological factors are as important for success as the rational or measureable factors. But how can they learn about issues that are, by definition, intangible?
It provides the insights and tools to bridge that difficult gap between the rational development of strategy and real-life execution. It helps to identify hidden traps, balance the rational with the emotional and build the internal capability to continue implementing strategy successfully.
This programme is about strategy and its implementation using the balanced scorecard. It is based on the premise that the ability to execute strategy is even more important than the quality of the strategy itself, and that it also requires the right leadership. The programme also provides a ready-made support network in the form of fellow participants facing similar challenges.
- Strategy in a Turbulent Environment
- Strategy Execution Issues
- Group Preparation (Challenges of Strategy Implementation)
- Challenges of Strategy Implementation
- The Balanced Scorecard - Strategy Implementation Tool
- Implementing the Balanced Scorecard
- Group Preparation (Performance Drivers/Metric)
- Performance Drivers/Metric
- Group Preparation (Performance Tracking & Evaluation)
- Performance Tracking & Evaluation
- Group Preparation (People Issues in Strategy Implementation)
- People Issues in Strategy Implementation
- Group Preparation (Building Competitive Advantage through Execution)
- Building Competitive Advantage through Execution
- Playing to Win
Key Learning Outcomes / Takeaways
- Build strategy executing capabilities
- Build change management capabilities
- Acquire strategic / transformational leadership skills
- Evolve key principles of strategy implementation for their organisations
Professor Ogbechie has a first-class honours degree in mechanical engineering from Manchester University, an MBA from Manchester Business School and a PhD in Business Administration from Brunel Business School in the UK. He has vast experience in marketing, strategy and corporate governance deri...
Videos and materials
Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.