From Operational Manager to Strategic Thinker (1)

Overview

From Operational Manager to Strategic Thinker (1)
From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
Register
pdf BROCHURE share SHARE
Overview

The intent of this seminar is not to train participants to be strategic planners to their organizations. Rather, the focus in on helping them to develop a strategic mindset for their particular work units so that they can add value to their organizations from within their work units as well as in their interactions with other work units. Developing a strategic mindset will also help prepare participants for higher levels of responsibility in ther organizations over time.

Benefits

From Operational Manager to Strategic Thinker (1)
From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
Register
pdf BROCHURE share SHARE
How You Will Benefit? You will:
  • Understand the difference between opreational management and strategic thinking
  • Understand what is strategy and how strategic thinking can add value to your organization
  • Learn a structured, fourr-step approach to strategic thinking
  • Learn how to apply this approach to different types of organizations - commercial and non-commercial - and to different levels within organization -corporate level, business unit level, functional level
  • Understand where mission and vision fits into strategic thinking
  • Understand the challenges of straategy execution and the key requirements for successful strategy execution

What

From Operational Manager to Strategic Thinker (1)
From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
Register
pdf BROCHURE share SHARE
What You Will Cover

What is Strategic Thinking? Strategy?

  • Strategic thinking - formulating strategies that contribute to the success of the organization
  • But what is strategy?
  • Exploring the concept of strategy in different contexts - military context, sports and games, commercial businesses, public sector and non-profit organizations
  • Understanding the situations where strategy is required as opposed to just plans or tactics
  • Defining strategy as deliberate choices or decisions to achieve success for the organization within the context of such situations
  • But decision on what? What are the key questions to answer in formulating strategy?

Formulating the Strategic Questions Answer

  • Understand that the strategic questions to answer are different for different types of organization (commercial, public sector, non-profit) and for different levels within an organization (corporate, business unit and functional levels)
  • Applying the three-step method to identifying the relevant questions to answer in formulating strategy for an organization and for a unit within that organization
  • Applying the method to commercial and non-commercial organizations
  • Once the strategic question to answer have been identified, fourth step is to find the best answer to these questions - how to do this?

Anwering the Strategic Questions

  • The Issue Analysis technique as a structured approach to answering the strategic questions identified
  • Five key steps in the Issues Analysis technique
  • Applying the Issue Analysis technique to answering strategic questions for commercial and non-commercial organizations

Some Strategic Analysis Tools to Help Answer the Questions

  • External analysis - customer analysis, competitior analysis, industry structure analysis
  • Internal analysis - skills and assets, core competence analysis

Mission and Vision

  • What are they? Where do they fit in? What is their value?
  • Key elements of a good mission statement and good vision statement
  • Differences between a mission and a vision statement
  • Framework for creating a mission statement

Strategic Thinking at the Functional Level

  • Understanding the role (mission) of the functional unit in support of the overall strategy of the organization
  • Applying the same four-step process for formulating strategy at the functional level as at the corporate or business unit levels

Strategy Execution

  • Understanding the challenge of strategy execution
  • Understanding the key requirements for successful strategy execution
  • Assessing your organization on these key requirements

Who

From Operational Manager to Strategic Thinker (1)
From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
Register
pdf BROCHURE share SHARE
Who Should Attend

Any manager who has been focused largely on operations and now wants to take a more strategic view of his or her responsibilities.

Faculty

From Operational Manager to Strategic Thinker (1)
From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
Register
pdf BROCHURE share SHARE
Faculty Spotlight
Dr. Sashee has effectively helped organizations improve performance through consultancy, coaching and training in the areas of leadership, emotional intelligence, critical thinking and sales. He has conducted numerous workshops with management teams in Malaysia, Singapore, China, Hong Kong, India, Philippines and the Middle East.

Dr. Sashee also conducts various coaching and mentoring interventions with managers and leaders in corporate organizations. His expertise includes focusing on strengthening individual leaders Emotional Intelligence towards improved people leadership; and developing a comprehensive cognitive leadership thinking via Critical Thinking application tools.

Dr. Sashee has also extensive leadership and sales experience, where as Marketing Head of a leading MNC, he successfully managed over 12 different products, and a team of 20 branch heads and over 100 sales people, grossing an annual turnover of USD30 million, for sales and distribution to both domestic and international markets.

Currently managing his own consultancy practice, Dr. Sashee believes in making a difference in participants thinking and behavior development through his personalized, practical and dynamic approach to make learning an enjoyable and valuable experience.

Dr. Sashee is a Senior Trainer with the American Management Association (AMA) conducting management development programs in Philippines, Singapore and Malaysia. Dr. Sashee is a certified administrator of the Karl Albrecht Mindex Profiling Tool. He is also a Certified NeuroLinguistic Programming (NLP) and Time-Line Therapy Practitioner from the American Board of Neuro-Linguistic (ABNLP). Dr. Sashee is also the Master Facilitator for Malaysia’s Human Resource Development (HRD) Train-the-Trainer Certification programs.

Among the organizations he has trained and consulted include Amway, Citibank Trade Services, British American Tobacco (BAT), Strateq, Glomac Property, Masterskill, Roshan Telecommunication-Afghanistan, SM Mall-Philippines, Schering-Plough, Siemens, Maxis Mobile, CIMB Bank, GlaxoSmithKline (GSK)- Singapore, Malaysia and Philippines, BMW, TotalPhilippines,Unilever-Philippines, Great Eastern, Royal Selangor International-Singapore & Malaysia, Ministry of Defense(MINDEF)-Singapore& Malaysia, Malaysian Mosaics- Singapore & Malaysia, Newera Group- Singapore, China & Malaysia, and Kuala Lumpur Stock Exchange (KLSE).

Dr. Sashee holds a Doctorate in Business Administration (DBA) from University of Newcastle and a Masters in Marketing from RMIT University. His doctorate thesis was on the subject of the Influence of Emotional Intelligence and Leadership on Employee Work Performance.

* This seminar is also taught by other management experts.

Schedule/Fees

From Operational Manager to Strategic Thinker (1)
From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
Register
pdf BROCHURE share SHARE
Venue Date Fees (USD)
Kuala Lumpur 9th - 10th October 2018 500