Strategy that works
Strategic Management.
A half day on the whole strategic management cycle: purpose that guides choices, continuous scanning, portfolio decisions, the cascade to objectives and strategic control.
- Level
- Explore
- Learning time
- 5 hours
- Where
- Strategic Management
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Public service leaders who own or shape organisational strategy
Overview
Public service organisations produce plenty of strategies; fewer have strategy that works. This programme covers the whole strategic management cycle over a half day. It starts with what strategic management is and the levels of strategy, then tests mission, vision and values against Rumelt's standards, builds continuous scanning through PESTLE and SWOT, and frames corporate choices with Ansoff. It moves to managing a portfolio of services, designing the cascade with Objectives and Key Results and the Balanced Scorecard, and Simons' steering control, before testing everything against Microsoft, a council's Section 114 notice and Unilever's Sustainable Living Plan.
Aims
The aim is to develop leaders who treat strategy as a living management system rather than a document. It is for public service leaders who want to set a purpose that guides choices, read their environment continuously, prioritise across services honestly and keep strategy connected to delivery through cascade and control.
In summary, you will be able to:
- Explain the strategic management cycle from scanning to evaluation, and diagnose where and why it stalls in your own organisation.
- Apply tools including PESTLE, Ansoff, portfolio matrices, Objectives and Key Results and the Balanced Scorecard to make and cascade strategic choices in public service.
- Lead strategic control that tests underlying assumptions and adapts strategy, drawing on lessons from documented cases of success and failure.
What you'll develop
Across this Explore, you will develop the ability to:
- Distinguish strategic management from strategic thinking, strategic leadership and governance, and identify which kind of problem an organisation is facing.
- Distinguish the different jobs done by a mission, a vision and a set of values, and identify when they have blurred together.
- Identify which of Ansoff's four quadrants a growth proposal sits in and explain the risk that direction carries.
- Describe the four BCG categories and identify the strategic response each one implies.
- Distinguish steering control from post-action control and explain why post-action control alone feels reassuring.
- Identify which strategic management frameworks were at work in each of the three cases and explain how they interacted.
Built from 4 parts.
5 hours of learning.
- 01Knowing what we are forStrategic management: mission, vision, valuesBitesize2 modules
- 02Reading the wider landscapeEnvironmental scanning and corporate strategyBitesize2 modules
- 03From big picture to planPortfolio strategy and strategic objectivesBitesize2 modules
- 04Staying on courseStrategic control, adaptation and case studiesBitesize2 modules
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- You are hereExplore, 5 hours, £129
It is also part of these programmes: