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You Will Learn How To
- Leverage strategic thinking at the operational level to add organisational value
- Maximise operational core competencies to implement organisational strategy
- Bridge the gap between organisational and operational goals
- Foster an innovative culture to overcome strategic challenges
- Develop an effective change process that satisfies stakeholder needs
- Secure the commitment of key stakeholders
Course Benefits Successful operational managers use strategic thinking to move beyond reacting to day-to-day events, ensuring that their decisions are aligned with organisational values, vision and goals. In this course, you gain the practical skills to effectively integrate strategic thinking with daily operations. You learn to apply strategic thinking, innovate to create opportunities, plan for change and meet stakeholder needs.
Who Should Attend Frontline managers wishing to apply strategic thinking to their operational management skills. Management experience at the level of Course 290, " Management Skills ", or Course 906, " Management Skills for an IT Environment ", is assumed. Those interested in strategic planning should take Course 252, " Strategic Planning".
RealityPlus™ An interactive and evolving case study immerses you in a challenging environment where you explore the concepts and methods behind implementing strategy at the operational level. Activities include:
- Enhancing strategic thinking traits
- Prioritising stakeholder relationships
- Building a core competencies matrix 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
Course Content Introduction
- Strategy: everyone's concern
- Identifying the strategic challenges facing operational managers
- What strategy means to operational managers
Defining Strategic Thinking
The key aspects of strategic thinking
- Distinguishing between strategic thinking and strategic planning
- Identifying the impact of strategy on operational activity
- Aligning the organisation's vision with reality
- Creating sustainable competitive advantage
Creating value for stakeholders
- Recognising the importance of stakeholders in the strategy process
- Satisfying the needs of the stakeholders
Applying strategic-thinking tools
- Positioning yourself within the four cycles of operational effectiveness
- Decoding your environment with PESTLE
- Analysing the organisational ecosystem with Porter's Five Forces
Leveraging Operational Strengths
Evaluating operational capabilities
- Differentiating between organisational and operational competencies
- Taking inventory of the key strengths within your operation
- Rating competencies against strategic goals
Maximising your unique operational strengths to deliver stakeholder value
- Optimising internal processes
- Shaping opportunities by scanning the external environment
Executing Strategy at the Operational Level
Getting real about the vision
- Qualifying the gaps between operational and organisational vision
- Establishing the foundation for realising goals
Bridging the strategic gap
- Questioning assumptions to uncover new solutions and drive new discoveries
- Managing operational strategic assets
- Rigorous planning through scenario assessment
- Quantifying the impact of proposed solutions
Creating an Innovative Culture
Employing an innovation framework
- The importance of innovation in strategic thinking
- Promoting nonlinear thinking
- Generating solutions through value engineering
- Optimising solutions by challenging the status quo
Adapting your culture to satisfy strategic demands
- Meeting the five preconditions for an innovative culture
- Facilitating team innovation
Innovating to create competitive success
- Qualifying innovation traits
- Benchmarking objectives against actual performance
Quantifying the financial metrics
- Verifying decisions through financial analysis
- Incorporating a stakeholder perspective
Planning for Operational Change
Weaving change into the fabric of the culture
- Being proactive in a reactive environment
- Implementing operational change through people, processes and culture
- Motivating the team to adopt the change
Constructing a change process
- Configuring your resources to encompass change
- Measuring results through balanced scorecards
- Reviewing and communicating progress
Securing Stakeholder Commitment and Resources
Communicating for buy-in
- Applying influencing techniques to overcome resistance
- Negotiating for resources using win-win approaches
Maximising your impact
- Presenting your intentions to key decision makers
- Earning support with entrepreneurial techniques
- Articulating an elevator pitch that secures commitment
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RealityPlus TM is a trademark of Learning Tree International, Inc.
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Course Dates
UK Dates | | 20-22 Jun | London enrol | | 31 Oct - 2 Nov | London enrol | US East Coast Dates | | 21-23 Mar | New York enrol* | | 11-13 Apr | Washington, DC enrol* |
*New York and Washington DC Courses – Available online with a run time of 2pm to 9pm BST. For AnyWare enrolments, please register at least 10 days prior to the start of the course.
More Dates and Locations.
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On-Site &
Custom Training
Bring this or any Learning Tree course to your location or have it customised for your organisation.
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Average Attendee Evaluation
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29% |
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"I found Learning Tree to be a top-class trainer, unlike other providers I have experienced. The instructor was relaxed, bright, helpful, and enhanced the course with his real-world examples. In fact, the level of knowledge Learning Tree instructors display makes it obvious they have been—and still are—actively working in their field. That means they can discuss the subject thoroughly, which I really appreciate".
– D. Bailey
Thames Valley University
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