From Operational Manager to Strategic Thinker

Overview

From Operational Manager to Strategic Thinker

From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
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

From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
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

From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
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

From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
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

From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
pdf BROCHURE share SHARE
Faculty Spotlight
Beth mAcdonald

As global learning facilitator, Beth’s continuing challenge is to harness human potential and convert it into sustainable, exceptional performance. She helps organizations engage the individual to pursue mutually reinforcing objectives to achieve ever-higher, sustainable levels of performance especially in the face of challenge and complexity.
 
As a consultant and facilitator, Beth has worked with a number of organizations around the world to develop the skills and ways of being of their leaders. She works primarily in Asia but has delivered in Africa, North America and Europe as well.
 
Beth has worked with Senior Global Leaders at Anritsu Corporation in Japan; Regional Technical Leaders from across Asia for Oerlikon in China, Corporate leaders at United Engineering Malaysia and Telekom Malaysia, first level leaders at United Laboratories, Inc. Pharmaceuticals company in the Philippines and first level leaders from across Asia for Adidas among others. She is a development coach for Unilever’s SEA talent development initiative. Beth designed and delivered a talent development program for fast-food player, Jollibee, to groom new general managers to lead expansion across Asia.

Beth’s approach to such programs is bespoke but there are some common elements. Key learning experiences include: action reflection learning projects, challenges that foster self-discovery and self-awareness, blending of hard and soft skill development, focused assessment tools, facilitated learning events (as opposed to traditional training), and targeted individual and group coaching.

Her coaching and facilitation is informed by her education in some key frameworks including
Ontological Coaching, Spiral Dynamics, and Gestalt. She is also certified in MBTI, Firo-B,
Emotional Intelligence, and Chally Assessment.

Her work is also informed by her 25 years of experience as a line manager. Her work experience includes senior executive responsibility for corporate technical innovation and market development, new business development and organizational consultancy. Beth’s is a unique combination of technical and creative skills and a broad corporate experience spanning several industries, to industries as far a field as technical textiles, consumer products, medical devices, training and website development.

The ability to work effectively across cultures comes in part from worldwide and regional assignments during her 20 year career with Johnson & Johnson. Beth has facilitated in Japan, China, Malaysia, Hong Kong, Vietnam, Indonesia, India, Pakistan, Bangladesh, the Philippines, Australia, New Zealand, Angola, South Africa, Azerbaijan, the UK. and the U. S.

Schedule/Fees

From Operational Manager to Strategic Thinker

From Tuesday, October 9, 2018
To Wednesday, October 10, 2018
pdf BROCHURE share SHARE
Venue Date Fees (USD)
Manila 9th-10th October 2018 500