Key Information

  • Course Code: SM102
  • Duration: 2 weeks
  • Fee: £5175

Course outline

Analysing the Strategic Environment

  • Exploring the competitive environment
  • Strategic environment – the basics
  • Degree of turbulence in the environment
  • Analysing the general environment
  • Analysing the stages of market growth
  • Key factors for success in an industry
  • Analysing the competitive industry environment – the contribution of Porter
  • Analysing the co-operative environment
  • Analysing one or more immediate competitors in depth
  • Analysing the customer and market segmentation

Analysing Resources and Capabilities

  • Why does an organization possess any resources at all? The make-or-buy decision
  • Resource analysis and adding value
  • Adding-value: the value chain and the value system – the contribution of Porter
  • Resource analysis and competitive advantage
  • Identifying which resources and capabilities deliver sustainable competitive advantage
  • Resource and capability analysis – improving competitive advantage
  • Analysing other important company resources: especially human resources

Strategy Dynamics

  • Developing a dynamic business framework
  • The dynamics of an organization’s changing and uncertain environment
  • Dynamic strategies in fast-moving markets
  • The dynamics of resource development
  • Aggressive competitive strategies
  • The dynamics of co-operation strategies
  • Strategy dynamics using game theory

Prescriptive Purpose Delivered through Mission, Objectives, and Ethics

  • Shaping the purpose of the organization
  • Developing a strategic vision for the future
  • Stakeholder power analysis
  • Corporate governance and the purpose of the organization
  • Purpose shaped by ethics and corporate social responsibility
  • Developing the mission
  • Developing the objectives

Purpose Emerging from Knowledge, Technology, and Innovation

  • Understanding and measuring knowledge
  • Knowledge creation and purpose
  • Using technology to develop purpose and competitive advantage
  • Innovation and purpose
  • How to innovate: the ‘ideas’ process

Developing Business-Level Strategy Options

  • Purpose and the SWOT analysis – the contribution of Andrews
  • Environment-based options: generic strategies – the contribution of Porter
  • Environment-based strategic options: the market options matrix
  • Environment-based strategic options: the expansion method matrix
  • Resource-based strategic options: the resource-based view
  • Resource-based strategic options: cost reduction

Developing Corporate-Level Strategy Options

  • Corporate-level strategy: the benefits and costs of diversifying
  • Corporate options: degrees of diversification
  • Corporate strategy and the role of the center – the principle of parenting
  • Corporate strategy: decisions about the company’s diversified portfolio of products
  • The tools of corporate-level options: from acquisition to restructuring

Strategy Evaluation and Development: The Prescriptive Process

  • Prescriptive strategy content: evaluation against six criteria
  • Strategy evaluation: procedures and techniques
  • Applying empirical evidence and guidelines
  • The classic prescriptive model of strategic management: exploring the process

Finding the Strategic Route Forward

  • The importance of strategy context
  • The survival-based strategic route forward
  • The uncertainty-based strategic route forward
  • The network-based strategic route forward
  • The learning-based strategic route forward

Organisational Structure, Style and People Issues

  • Strategy before structure?
  • Building the organization’s structure: basic principles
  • The choice of management style and culture
  • Types of organizational structure
  • Organisational structures for innovation
  • Motivation and staffing in strategy implementation

Target audience

This strategic management course is suitable for:

  • Heads of organizations, chief officers, chairpersons, board members, and directors.
  • Heads of departments, and senior managers & executives involved in the development of strategic management.
  • Those who wish to understand the basic concepts for identifying the future of their organizations with the new challenges and opportunities that may lead to substantial change.
  • Those who wish to consider not only the rational approach to strategic decision making but also the creative aspects of such decisions.
  • Those who wish to grasp the major intended and emergent initiatives that can be taken, involving the utilization of resources, to enhance the performance of their firms in their external environments.

Learning outcomes

Upon completion of this strategic management training course, you will be able to understand:

  • The strategic environment and why it is important.
  • Key industry factors that help deliver the objectives of an organization.
  • The main background areas to be analyzed.
  • The strategic significance of market growth.
  • How the more immediate influences of an organization are analyzed.
  • How to analyze competitors.
  • The role of co-operation in environmental analysis.
  • How important the customer is.
  • How resources and capabilities add value to an organization.
  • The resources and capabilities that are particularly important in adding value and competitive advantage.
  • The main ways in which resources and capabilities deliver a competitive advantage.
  • How competitive advantage can be enhanced.
  • The other important resources an organization possesses, especially in the area of human resources.
  • How strategic purpose changes and why.
  • How to analyze the dynamics of the environment and its impact on competitive advantage.
  • How to analyze fast-moving markets and resource changes.
  • How to develop new aggressive competitive strategies.
  • How to develop co-operative strategies, and use game theory.
  • How purpose is shaped by the organization and its environment.
  • The vision your organization has for its future.
  • The mission and objectives of your organization.
  • The relationship between the purpose and the corporate governance of an organization.
  • The role and approach to green strategy.
  • Your organization’s views on ethics and corporate social responsibility, and its effect on purpose.
  • The knowledge your organization possesses, how it can create and share knowledge, and the impact on its purpose.
  • The strategic implications of new technologies, and how it can shape the purpose of an organization.
  • How innovation can contribute to an organization’s purpose.
  • The main environment-based and resource-based opportunities available to organizations, and the strategic options that arise from these opportunities.
  • The benefits and problems of being part of a group.
  • The options that arise from being part of a corporation.
  • How to develop and decide on strategic management.
  • The important distinction between strategic content and strategic process.
  • The options that are consistent with the purpose of an organization.
  • The options that are particularly suitable for the environmental and resource conditions facing an organization.
  • The options that make valid assumptions about the future, are feasible, contain acceptable business risk, and are attractive to stakeholders.
  • The distinction between the strategic context and the other two elements – content and process.
  • How emergent strategic considerations alter the decisions.
  • The main features of alternative strategic approaches.
  • The consequences of chosen strategies.
  • The main principles involved in designing an organization’s structure to implement its strategy.
  • The special considerations that apply when seeking innovatory strategies.
  • How managers are selected and motivated to implement strategies.
Program taught in:
  • English

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Last updated September 10, 2019
This course is Campus based
Start Date
Nov 4, 2019
Mar 16, 2020
Duration
2 weeks
Price
5,175 GBP
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