From Tactical Problem-Solver to Strategic System-Architect
Advance Strategic Practices is a two-day executive training tailored for senior leaders, including elected officials, C-suite executives, department heads, and team leads from diverse sectors such as business, security, hospitality, education, and public sector agencies.
Most high-performing managers reach a ceiling, not because they lack capability, but because they are operating without the frameworks that convert tactical effort into strategic leverage.
This programme provides those frameworks, drawn from the most significant bodies of management research of the last fifty years, and applies them directly to each participant’s live department.
Participants leave with a documented Strategic Operating System - a decision architecture they can deploy from the morning after the programme ends.
| Competency Anchor | Track | Functional Skill | Behavioural Indicator (CC3 Advanced) |
|---|---|---|---|
| Analytical Thinking & Systems Evaluation | IC | Second-Order Thinking Models | Develops novel analytical frameworks; models second and third-order effects of proposed changes; identifies hidden assumptions and challenges conventional thinking. |
| Analytical Thinking & Systems Evaluation | Leader | Systems-Based Team Direction | Commissions and directs cross-functional analysis projects; translates complex analysis into actionable team objectives; builds team capability in systems thinking. |
| Strategic Foresight | IC | Scenario Planning & Signal Detection | Designs and facilitates scenario planning workshops; builds quantitative models to test strategic assumptions; advises leadership on strategic implications of trends. |
| Strategic Foresight | Leader | Strategic Agenda Setting | Integrates foresight outputs into business unit strategy; allocates resources to explore emerging opportunities; sponsors innovation initiatives based on foresight. |
| Intelligent Process Architecture | IC | High-Velocity Decision Protocols | Designs complex decision workflows; implements “Type 1 vs. Type 2” decision logic; develops decision standards and reusable frameworks. |
| Intelligent Process Architecture | Leader | Decision Architecture Governance | Develops team decision-making roadmap; removes bureaucratic bottlenecks; measures and reports on decision velocity ROI. |
| Persuasive Storytelling & Stakeholder Alignment | IC | Strategic Synthesis (Minto Logic) | Develops compelling narratives that drive strategic decisions; aligns conflicting stakeholder interests through facilitation; influences senior leaders without formal authority. |
| Persuasive Storytelling & Stakeholder Alignment | Leader | Executive Presence & Board Engagement | Represents function in cross-functional negotiations; builds and leverages stakeholder networks; develops team presentation and influence skills. |
| Evidence Artefact | Description | Competency Demonstrated |
|---|---|---|
| The Strategic Operating System (SOS) Playbook | A documented decision architecture for your department, including decision categories, escalation protocols, and delegation frameworks | Intelligent Process Architecture |
| The System Map | A visual deconstruction of departmental growth levers and constraints using Miro/Lucidchart | Analytical Thinking & Systems Evaluation |
| The Second-Order Decision Log | Analysis of three strategic choices using the “And Then What?” protocol, documenting downstream consequences | Analytical Thinking & Systems Evaluation; Strategic Foresight |
| The Minto Executive Brief | A recorded 5-minute strategic proposal using the Pyramid Principle, plus a 12-month Scenario Strategy document | Persuasive Storytelling & Stakeholder Alignment; Strategic Foresight |
Eranda Ginige brings over twenty years of senior leadership experience across the private sector, international development, and executive education.
As Director of Learning and Development at the London Institute of Business and Technology, he leads the design and delivery of postgraduate and corporate training programmes, and serves as a visiting lecturer on MBA and postgraduate programmes in Strategic Management, Project Management and Organisational Behaviour.
Prior to LIBT, Eranda served as Head of Partnerships and Innovation at the British Council in Sri Lanka, the world's largest cultural relations organisation where he built and led its Partnerships and Business Development function, negotiated contracts with government ministries and major corporations, and designed programmes that introduced graduate entrepreneurship and social entrepreneurship to Sri Lanka at a national scale.
Eranda Ginige brings over twenty years of senior leadership experience across the private sector, international development, and executive education.
As Director of Learning and Development at the London Institute of Business and Technology, he leads the design and delivery of postgraduate and corporate training programmes, and serves as a visiting lecturer on MBA and postgraduate programmes in Strategic Management, Project Management and Organisational Behaviour.
In 2012 he received the British Council Global Staff Award for the Best Cultural Relations Achievement, and was subsequently invited to present to HRH The Prince of Wales in London.
He has trained thousands of professionals across the corporate and development sectors, and has consulted on learning and development strategy at the Bhutan Education and Technology Academy Park.
Eranda holds a Master of Project Management specialising in Business Administration from the University of Southern Queensland, Australia, and a Bachelor of Science in Genetics from Bangalore University, India.
