Creative Strategic Planning _ Leadership training

Course Outlines:

Module One: 

Creative Problem-Solving

• Leadership Reality Assessment
• Leadership vs. Management
• Understanding Our Brain Function
• Myths of Creativity
• The Limitations of The Rational
• Divergent Approaches to Problem-solving
• Letting Go of Logic
• Analogous Thinking Modes
• Convergent and Divergent Modes

Module Two:

Overcoming Personal Blockers to Creativity

• Sigmoid Curve – Lifecycle Model
• Continuous Improvement
• Breakthrough Step Change
• Self-awareness and The Nature of The Ego
• Personal Goal Alignment
• Adaption and Innovation: Personal Preferences For Creating Meaning
• Exploring Attitudes to Risk
• Left- and Right-brain Thinking

Module Three:

Developing The Vision Creatively

• Six Thinking Hats
• Using Differing Thinking Styles
• JoHari’s Window
• The Business Plan Process & Creating A Vision
• Harnessing The Power of The Team
• Organizational Culture and Its Influence on Innovation
• Letting Go of The Ego
• Working with Different Creative Preferences

Module Four:

Communicating The Vision Creatively

• The 7 Step Creative Process
• Models of Communication
• Viral Visioning
• Authenticity and Trust
• Creativity Tools, Techniques & Strategy
• Letting Go of The Vision
• Leading Without Directing
• Possible Leadership Beliefs

Module Five:

From Ideas to Action: Creativity and Change

• Motivation – Hierarchy of Needs
• Overcoming Organizational Barriers to Creativity and Change
• Nurturing a Learning Environment
• Is Money A Motivator?
• Personality Profiling
• Building a Creative Consensus
• Engaging Stakeholders Creatively
• Influencing and Motivating through Change

Module Six:

Strategic Thinking and External Analysis

• Definitions of Strategy and Strategic Planning
• Why are strategy and strategic planning important?
• Understanding The Main Frameworks For Strategic Analysis
• Private and Public Sector Strategies – similarities and differences
• External Analysis – Understanding and Analyzing Business Attractiveness
• Analyzing Customers and Benchmarking Your Own Strategic Position
• How attractive is the game that we have chosen to play?

Module Seven:

Internal Analysis and Fusion into Strategic Choice

• The Interface and Balance of External and Internal Analysis
• Internal Analysis: Financial
• Internal Analysis: Non-financial
• The Concept and Practicalities of the “Balanced Scorecard”
• Diagnosing and Analyzing Strategic Problems and Opportunities
• Fusion of Analysis into Strategic Choices – SWOT and The Strategy Matrix
• How well are we playing the game that we have chosen to play?

Module Eight:

Strategic Plans and The Relevance of Alliances and Joint Ventures

• Review of The Tools Used So Far
• The Content of a Strategy: Avoiding “Paralysis by Analysis”
• Putting a Strategic Plan Together – The 5-Page Framework
• A Real-life Example of a Business Strategy / Strategic Plan
• Strategies for Alliances and Joint Ventures
• Management of Alliances and Joint Ventures
• Examples of Best Practice in Alliances and Joint Ventures

Module Nine:

Global Strategy, Team Building and The Management of Internal Communication

• The Essence of Globalisation and Global Strategy
• Globalization – The Strategic Dimension
• Globalization – The Organizational Dimension
• Globalization – The Human Dimension
• How to Build and Manage a Strategic Planning Team
• Communicating Strategy through The Organisation
• Gaining Your Team’s Commitment and Buy-in to The Strategy

Module Ten:

Strategic Implementation and Getting the Value Out of Strategy

• Alignment of Strategy, Culture, Structure and People
• Effective Execution – Converting Strategic Analysis and Planning into Action
• Aligning and Linking Strategy with Operational Objectives
• Implementation – Getting Practical Things Done
• Creating Tomorrow’s Organisation Out of Today’s Organisation
• Strategic Planning at A Personal Level
• Overview: The Complete Strategy Process
• Summary and Conclusions – The Corporate and Individual Value of Strategic Planning