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Key details

Mode of delivery: Classroom-based

Course code: SM13A

Duration: 3 days

Fee: £2,775.00 + VAT

CPD Hours: 18

Course Overview

This three-day course develops the core disciplines of strategic analysis and design. Participants assess internal and external conditions, apply mental models and systems thinking to complex issues, challenge assumptions and translate strategic vision into clear priorities, initiatives and resource requirements.

Agenda

Day 1 — Environmental and Internal Analysis

Map out your internal environment and define its impact on your company’s strategy.
Evaluate potential threats from outside your organisation (long term).
Develop a list of strategic concerns that have the greatest impact on your organisation’s future position.

Day 2 — Using Mental Models and Systems Thinking

Applying mental models and systems thinking to break down large strategic issues.
Identifying areas where you may be making untested assumptions or missing important variables.
Using structured challenges and logical scenarios to test your initial strategic direction.

Day 3 — Developing your Long-Term Strategic Priorities and Plan

Converting your overall strategic vision into specific actions and projects.
Sequencing the flow of money, people and information to address interdependent needs.
Environmental and social responsibility.

Course Review

Summary and recap of key learning objectives
Action Planning

Target Audience

This course is suitable for:

Directors and Heads of Strategy, Transformation and Corporate Development.
Business Unit Leaders and Senior Operational Managers
HR and Organisational Development Leaders supporting strategic capability and culture.
Programme and Transformation Leaders involved in strategic planning.
Public Sector, NGO and Non-Profit Leaders responsible for strategic direction.

Learning Outcomes

By the end of this course, you will be able to implement a successful strategy that enables you to:

Assess the organisation’s internal strengths, weaknesses, structural factors and cultural conditions and explain how they affect strategic feasibility.
Evaluate external and macro-environmental influences to identify long-term opportunities and threats that may affect strategic positioning.
Prioritise strategic concerns according to their likely impact, urgency and feasibility so leadership attention is focused on the most important issues.
Apply mental models and systems thinking to analyse complex strategic problems beyond simple linear cause-and-effect reasoning.
Identify and challenge untested assumptions, blind spots and missing variables that could weaken strategic judgement.
Use structured challenge and scenario-planning methods to test the robustness of strategic direction under uncertainty.
Translate strategic goals into actionable priorities, initiatives and measurable outcomes.
Sequence resources, people and information across interdependent initiatives to support coherent strategic delivery.
Integrate ESG and sustainability considerations into strategic planning to support responsible, sustainable long-term value creation.