The strategic mind
Strategic Thinking.
The complete strategic thinking topic in a day: reading context, choosing under uncertainty, recognising bias in top teams and designing structures that turn strategy into change.
- Level
- Immerse
- Learning time
- 7 hours 30 minutes
- Where
- Strategic Thinking
- Price
- £249
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 and top teams who own strategy
Overview
The strategic mind is a full day across the whole of strategic thinking, from reading the landscape to making change stick. It defines strategy as a plan to create value and reads the operating environment through Cynefin, wicked problems and Porter's Five Forces. It moves into positioning and choice with Blue Ocean, Rumelt and the Strategic Choice Approach, and into decisions under uncertainty, bias and top team judgement, drawing on Kahneman and Dr Jonathan Huish's Cranfield research. It then considers AI, the reorganising state in England, Target Operating Models and implementation, before three documented cases test the whole toolkit.
Aims
This programme aims to develop the strategic judgement of public service leaders and top teams as a whole craft: reading context well, making sound choices under uncertainty, recognising bias, and designing the structures and implementation discipline that turn strategy into real change for communities.
In summary, you will be able to:
- Diagnose your strategic context using Cynefin, wicked problems and the Five Forces, and distinguish genuine strategy from planning or a wish list.
- Apply strategic choice, robustness and debiasing tools to make sound decisions under uncertainty, using AI to widen options rather than replace judgement.
- Design the structures, ownership and review needed to implement strategy, anticipating where reform and implementation commonly break down.
What you'll develop
By the end of this Immerse, you will be able to:
- Distinguish strategic thinking from strategic planning, strategic management and strategic leadership, and apply the test of value and real choice to a strategy document.
- Distinguish operational effectiveness from strategic positioning and apply that distinction to your own improvement programme.
- Describe the four modes of the Strategic Choice Approach and identify which mode a discussion is actually in.
- Describe the three practical shifts AI brings to strategy work and explain why none of them makes the choice for you.
- Explain Chandler's finding that structure follows strategy and identify when a proposed reorganisation reverses that sequence.
- Identify which frameworks, including the Strategic Choice Approach, Cynefin, Five Forces, Blue Ocean and Rumelt's kernel, were in play in each of the three cases.
Built from 6 parts.
7 hours 30 minutes of learning.
- 01Seeing the bigger pictureStrategic thinking and environmental scanningBitesize2 modules
- 02Knowing where you standStrategic analysis: context, position and choiceBitesize2 modules
- 03Choices under uncertaintyStrategic choice models and decisions under riskBitesize2 modules
- 04Judgement in a changing worldCognitive bias, judgement and AI in strategyBitesize2 modules
- 05Shaping the organisationOrganisation design and target operating modelsBitesize2 modules
- 06Making it stickStrategy implementation and deliveryBitesize2 modules
You have reached the top of this topic
- You are hereImmerse, 7 hours 30 minutes, £249
It is also part of these programmes: