Strategic Thinking Training for Operational Management

The key aspects of strategic thinking

• Distinguishing between strategic thinking and planning
• Identifying the impact of strategy on operational activity
• Aligning the organization'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 ecosystem with Porter's Five Forces

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

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

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

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

Communicating for buy-in

• Applying influencing techniques to overcome resistance
• Negotiating for resources using win-win approaches

Maximising your impact

• Earning support with entrepreneurial techniques
• Articulating an elevator pitch that secures commitment