Corporate Strategy

2 days

Course Objectives

• To define the context in which a particular organization operates
• To show how to analyze the organization within its environment
• To apply appropriate strategic models in strategic analysis
• To explain the resource, human and risk factors involved in strategic decision making
• To develop suitable organization strategies to address these issues
• To assess the implications of internal structural issues on the implementation of strategy in the organization
• To assess methods of evaluating strategic performance
• To identify key emerging strategic issues

Who should attend?

• All managers whose task it is to create and/or implement strategy
• Employees that are likely to take up managerial positions in the not too distant future

What they will learn

Attendees will learn:

• the major issues involved in the development of a strategic plan
• how to use tools to create and assess the corporate strategy
• what are the current models developed by researchers for implementation of strategy and change management?
• the application of strategic tools and techniques
• an insight into what organizational structures and cultures are necessary to meet future needs

Course competencies

• A comprehensive understanding of English is essential in order to achieve a positive interaction with the instructor and among the attendees.
• Attendees must be fairly numerate in order to be able to undertake the calculations associated with the case studies.
• Attendees should be uninhibited and be sufficiently confident to ask questions and participate in debate.

Course outline

• Based primarily on lectures, the course will include a number of case studies which will be undertaken in team format.åÊ These will be designed to ensure that attendees have understood the content of the lectures.
• A certain amount of back up readings will be provided to cover topics that cannot be covered in depth during the four days.

Course Content

Day One

Introduction

• Introduction of concept
• Definition of strategy
• The difference between strategy and tactics
• Evolution of strategic management
• Development of strategic thought
• Business vision
• Strategic business units
• Strategic planning
• Concept of strategy
• Strategy analysis

External analysis

• Strategic uncertainties
• Defining the mission
• Customer analysis
• Competitor analysis
• Market analysis
• Dimensions of environmental analysis
• Impact analysis
• Scenario analysis

Internal Analysis

• The source of competitive advantage
• Characteristics that underpin sources of competitive advantage
• Resource based view of the firm
• Implications for strategy development

Day Two

Evaluating Alternative Strategies and selecting the Most Appropriate One(s)

• SWOT analysis
• Portfolio analysis
• Market attractiveness-business position matrix
• BCG Growth-Share matrix
• Other portfolio analysis methods
• Product and industry life cycle
• Sustainable competitive advantage
• Strategic vision and thrusts
• Differentiation strategies
• Low cost strategies/Focus strategies
• The preemptive move
• Growth and vertical integration strategies
• Diversification/ Global/ entry strategies
• Strategies in declining/hostile markets
• Types of strategic options
• Prioritizing strategic options

Implementing and evaluating strategies

• Internal strategic factors
• Six basic parts of the structure of an organization
• Six basic coordinating mechanisms
• Design parameters
• Organization configurations
• Paradigm shifts in organization structure thinking
• Short term objectives
• Developing functional strategies
• Policy development
• Continuous improvement strategies
• Performance improvement planning
• Measuring performance
• Balance scorecard