Strategic Thinking

This Strategic Thinking training will help you apply strategic thinking through discussion and practical application.

The course examines what ‘being strategic’ means in practice. It will enable you to develop tools and techniques to lead strategic thinking in an organisational context.

What will I learn?

  • To clarify and demystify what we mean by strategy.
  • To share experiences in applying strategic thinking in practice.
  • To develop capability in applying a range of strategic thinking tools.
  • To practice strategic thinking with case studies and simulations.

Who should take this course?

This Strategic Thinking training is aimed at anyone interested in learning more about thinking strategically and looking to apply it in an organisational context. No previous training is required.

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