Cambridge
Academy
In London

Introduction:

The difference between good and bad strategies

 Improving the performance of the company/section/current management when it faces a major change in working conditions

 Achieving a balance between goals and financial and non-financial goals

 Development of the company/section/current management

All activities agree to focus on strategic goals and not distract them with less important issues.

Course Objectives

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

• Learn how to develop a plan to achieve the goals you want for you and your institution (the company/section/business unit/team).

• Developing strategic thinking in your organization

• Setting a strategic plan for your institution

• Defining the principles and mechanisms that lead to successful implementation

• Establish measuable action plans and lead to success.

• Understand your basic business model and its relationship to your strategy.

Target Audience

This course is designed for:

• Businessmen

• Team leaders

• Operations leaders

• Job managers

• Project managers

• Senior, newly appointed managers

Course Outlines

Day 1:  Thinking and strategic planning

• The essence of strategy-basic concept and the definition of terms

• The difference between a good strategy and a bad one

• How do we think of strategically-practical techniques?

• Leadership and management; comparison of strategy and operations

• Strategic and operational goals, significance and teams

• Using a strategic management system

Day 2:   Strategy Development-Business Analysis Force

• Understanding the importance and value of a "business model"

• Vision, values, mission, and goals—strategy as a perspective

• Examples of cases and guidelines: the phrases of vision and mission.

• Analysis of your business environment

• How to evaluate the competencies and capabilities of your organization

• A resource-based approach to strategy

Day 3:  Development, selection, and translation of strategies

• Companies, businesses, and functional levels of strategy

• Competitive strategy—strategic as a position

• Emerging strategies—strategic as ifs

• Understanding and scenarios: strategy as planned

• "Strategic choice": how to choose the best strategy

• Translate strategy against strategy maps and balanced scorecards

Day 4: Merging the strategy into the organization

• Communication strategy and the management of stakeholders

• How to manage strategic risks

• Operations compatible with the strategy

• "Strategic performance measurement"

• Implementation Department: Effective implementation of the strategy

• The integration of strategic and operational management operations

Day 5:  The tenor

• Good strategy: examples of cases

• Building a strategy and business planning team

• Analysis of business models and strategies in the industry.

• Understanding and overcoming psychological prejudice

• Overview of the entire course

• Practical plans and the following steps.