Course Content
- Sharing examples
- What works / does not work
- Identify key themes/insights
- Background and definitions
- Strategy as ‘being strategic’
- Practice of strategic thinking
- Organisational context and changing markets
- Danger of analysis and planning in isolation
- Strategy vs. tactics
- Strategy in the context of organisational vision and objectives
- Importance of strategic thinking
- Traditional vs. emerging paradigms
- Case study review – in pairs
- Feedback and discussion
- Challenge of creative thinking
- Convergent vs. divergent thinking
- Accessing creativity and innovation
- Different thinking styles – 6 thinking hats (de Bono)
- Self-assessment
- Implications for application
- Systemic thinking
- Practice thinking styles – small groups
- Discipline of divergent thinking
- Feedback and discussion
- Mintzberg’s model
- Case study demonstration
- Application in practice
- Understanding scenario planning
- Key steps in the scenario planning process
- Envisioning alternative future states
- Potential traps with scenarios
- Case study demonstration
- Implications for application
- Importance of micro-strategy
- Three steps – imagination, abstract simulation and dialogue
- Practical example
- Implications for application in practice
- Applying strategic thinking tools
- Feedback and discussion
- Six leadership styles (Goleman)
- Self-assessment
- Implications for leading strategy in practice
- Range of strategic thinking tools and techniques
- SWOT, EPIC, PESTLE, McKinsey 7S, BCG Matrix, future visioning
- Stable Platforms – fun, interactive exercise
- Getting people involved throughout
- Consultative/collaborative thinking
- Developing real dialogue
- Keeping it simple
- Consistency – telling them again and again
