Strategic Planning for Managers

The aim of this unit is to develop the knowledge, understanding and skills necessary to develop an organisational strategic plan

Awarding Body



25 Hours

Start Date

All Year Around

Study Mode

Classroom Workshop

By the end of this programme, the participant will be able to:

  • Understand the foundations for developing organisational strategy
  • Understand the external environment affecting organisations
  • Be able to review an organisation’s strategy and business plans
  • Be able to develop strategy options for an organisation
  • Understand how to create a strategic plan to meet business objectives
  1. Understand the foundations for developing organisational strategy
  • Explanations of organisational vision, mission, strategy and business plans; the differences and the interface between them
  • Core organisational values e.g. ethical, environmental, client centred; cultural diversity; drivers e.g. business growth; profit; market share; workforce expectation
  • Objectives and measures: SMARTER (specific, measurable, achievable, realistic, time- based, evaluate, re-evaluate) objectives; stakeholder involvement
  1. Understand the external environment affecting organisations
  • External factors: needs and expectations of stakeholders e.g. customer groups,shareholders, suppliers and sub-contractors, the workforce and the community
  • The success and direction of competitors and changes in the market sector as a whole in the short and long term e.g. product design; political changes and developments; legal changes; trends and expectations; exchange rates; trading agreements
  • Use of external surveys and statistics; customer analysis and feedback; use of tools e.g. SWOT (strengths, weaknesses, opportunities, threats) analysis, STEEP (social, technological, economic, environmental and political) analysis; market research including primary and secondary information; feasibility
  1. Be able to review an organisation’s strategy and business plans
  • The purpose of review and what this will entail; tools e.g. Value Chain analysis, SWOT analysis, Porter’s Five Forces; internal surveys and statistics
  • Market position; market share analysis; life cycle analysis; Boston growth share BCG Matrix
  • SWOT analysis, resource analysis, competitive analysis, skills and competencies audit, benchmarking sustainable competitive advantage; pricing strategies; resource analysis; economies of scale and scope for this; market equilibrium
  1. Be able to develop strategy options for an organization
  • Strategic planning options:
    • Ansoff Matrix Strategies; corporate expansion; integration i.e. vertical, backwards and forwards; horizontal; differentiation; Porter’s generic strategies
    • Diversification, control of resources, distribution channels; Mintzberg’s strategies (deliberate, emergent)
    • Strategic alliance; merger, acquisition; competitive strategies
    • Value-based strategy; contingency strategy; maintaining/increasing market share, niche markets; market segmentation
    • Adding value; workforce competence development; product portfolio; reconfiguration; gap analysis; profitability; portfolio analysis; benchmarking
    • Criteria for judging options; feasibility studies; risk assessments
  1. Understand how to create a strategic plan to meet business objectives
  • Structure:
    • Mission statement /corporate vision, corporate values and principles, decisions from options; strategic goals / initiatives, strategy, roles, responsibilities, accountability; objectives and measures: SMARTER (specific, measurable, achievable, realistic, time-based, evaluate, re- evaluate) objectives; execution plan, balanced scorecard, targets / interim targets / success metrics
  • Resource issues:
    • Resources e.g. financial, human; skills and competencies; needed v in place; availability.
  • Stakeholder involvement and buy-in:
    • When and at what stage in the process; how will this take place; who will be involved; communications with stakeholders; gaining general organisational agreement to the process; feedback
    • Tie departmental plans into strategic plan, align performance management and reward systems to strategy implementation.
  • Dissemination:
    • Communications with stakeholders how and when; dissemination
  • Monitoring:
    • Monitoring and evaluation control systems; responsibilities at strategic and operational levels; performance appraisal; focus and realignment; contingency planning; smart objectives and success criteria at all levels in the organisation; establish nature of monitoring e.g. tracking system and monitoring points; review meetings; role of celebration.
  • Entry Level Managers

How many students are there in a classroom?

It depends on how many would enroll per intake. Even if the number of students are just 1, we still continue with the training as planned. The maximum number of students we will have in a classroom is 10.

Can I request a date that is convenient for me?

Absolutely! We will arrange the training that is convenient for you. The training date is completely customizable.

Can I change the course content?

Yes, if the contents of the course needs to be changed, please let us know. We will communicate with you and get a course outline that works for you finalized.

Does it matter which industry I work at?

It really doesn’t. We take cases and discuss them to cover your industry. If you need the course to be customized and tailored to your industry, we can also do that. You’d have to let us know in advance by filling out the form below.

(The fees include coffee breaks, study materials and working lunches daily)

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