What is this course about?

In this course, you gain the practical skills to effectively integrate strategic thinking with daily operations to meet stakeholder needs. You also learn to align departmental goals with organisational strategic vision and mission and create an innovative culture that takes advantage of your department's core competencies. This course covers the management and influence skills necessary to implement change.

Who will benefit from this course?

This course is valuable for frontline managers who wish to improve the contribution of their operation to achieving the overall strategy and goals of their organisation. Anyone responsible for implementing an organisational strategy within their operation will benefit, including middle managers. However, this course is not for managers who are directly responsible for setting the strategic direction of their organisation.

What background do I need?

Management experience at the level of Course 290, Management Skills, or Course 906, Management Skills for an IT Environment, is assumed. No previous experience with strategic planning is required.

What is strategic thinking?

Strategic thinking applies the tools of strategic planning (e.g., value chain analysis, core competencies matrix, strategic levers, scenario analysis, innovation process, etc.) at the operational level. Strategic thinking allows operational managers to go beyond handling the day-to-day challenges of their jobs and contribute directly to meeting organisational goals.

Will this course help me manage more effectively?

Yes. In this course, you are provided with the tools to manage your department strategically and go beyond dealing with the day-to-day issues.

How does this course differ from Course 252, Strategic Planning for Organisational Success, and Course 907, IT Strategic Planning: Maximising the Value of Your IT Investment?

If you are primarily responsible for ensuring that the organisation achieves its goals at the operational level, then you should take Course 3310, Applying Strategic Thinking to Operational Management.

If you are directly involved in the development of your organisation's strategy, then you should take Course 252, Strategic Planning for Organisational Success.

If you are involved in creating an IT strategic plan that aligns with your organisation's business objectives, you should take Course 907, IT Strategic Planning: Maximising the Value of Your IT Investment .

Because of the complementary nature of these courses, if you are involved in both designing strategy and managing an operational department, then you may consider taking both Course 3310 and Course 252 or Course 907.

How does strategic thinking differ from operational management?

This course helps operational managers look beyond their day-to-day challenges and consider the long-term goals and objectives of their department, how these goals satisfy their organisation's stakeholders, and what changes are needed to achieve these goals.

This course applies specific tools to develop strategic plans for long-term change within the department. Strategic thinking typically looks beyond the horizons of project plans and budgeting cycles to include innovation and change.

How much time is spent on each topic?

How much time in this course is devoted to activities?

Approximately 65 percent of this course is spent on interactive workshops that provide practical experience in strategic planning. Activities include:

• Enhancing strategic thinking traits
• Prioritising stakeholder relationships
• Building core competencies at the operational level
• Activating strategic processes to realise strategic intent
• Assessing the impact of change
• Optimising operational factors through scenario planning
• Implementing an innovation framework
• Proactively addressing strategic changes
• Presenting your case to gain commitment from stakeholders for enacting operational strategy

I am involved only in executing strategies in my organisation, but am not responsible for preparing the strategic plan. Will I benefit from this course?

Yes! This course is specifically designed to help you develop the skills to implement your organisation's strategy. If you are responsible for supporting the organisation in achieving its vision, mission and goals, then you will benefit from the creative and multi-disciplinary approach to strategic thinking that this course provides.

You learn to determine how your department can more effectively support the organisational strategy, implement strategy at the operational level and embed innovation within your department.

I do not have strong analytical or finance skills. Will I benefit from this course?

Yes! This course is based on identifying and valuing information, not on complex financial tools. No prior knowledge of finance is assumed.

Is this a change management course?

This is not a change management course per se; however, when strategic thinking is applied in most departments, the results make some change inevitable. In this course, managers learn to develop a change plan that will move the department into strategic alignment with the organisation.

What specific tools and techniques are discussed in this class?

• Stakeholder analysis
• PESTLE analysis
• Four cycles of operational effectiveness
• Porter's five forces model for analysing industry factors
• Core competencies analysis
• Gap analysis
• Change management process
• Value chain analysis
• Balanced scorecard

How does this course relate to other Learning Tree courses?

The following courses can help you expand your skills as an operational manager:

• 909, Management Skills for the Middle Manager offers the practical skills and political savvy to become more effective at implementing strategy, addressing business challenges, decision making, networking and organisational politics
• 247, MBA Essentials: Enhancing Organisational Performance provides you with the fundamental skills and proven management tools typically taught in MBA programs
• 280, Finance and Accounting for Nonfinancial Managers transforms financial and accounting language and concepts into decision-making tools the non-financial manager can successfully apply every day
• 284, Critical Thinking and Creative Problem Solving provides the skills to leverage your personal thinking preferences using tools and techniques based on cutting-edge technologies
• 222, Leadership Skills: Building Success Through Teamwork provides the skills to structure, measure and tune team performance
• 294, Influence Skills: Getting Results Without Direct Authority focuses on the specific behaviors and attitudes that enable you to achieve desired results without relying on the use of authority