Key details
Mode of delivery: Online Course
Course code: SM18O
Duration: 8 days
Fee: £5,580.00 + VAT
CPD Hours: 46
Course Overview
This programme provides a focused foundation in strategic thinking, analysis, and design for leaders and managers involved in shaping strategy within their organisations. It supports participants in stepping back from daily operations to clarify direction, frame strategic choices, and build plans that are grounded, realistic, and future-fit. Participants begin by assessing their organisational context — understanding internal constraints, external pressures, and key strategic issues. From there, they explore how to apply structured thinking tools to manage complexity, test assumptions, and prioritise with intent. The course introduces a practical, end-to-end strategy design process, while also addressing the cultural, stakeholder, and sustainability factors that affect strategic clarity and alignment. Throughout the first week, participants engage with a series of frameworks and peer discussions to help apply new thinking to live challenges. By the end of week 1, they will have a clearer view of where their organisation stands, a sharper understanding of how to shape direction, and a practical approach to building alignment around strategic priorities. This is a practical, applied course for leaders seeking to strengthen their strategic competence and increase their impact in complex organisational environments.
This course also focuses on building organisational capability for successful strategy execution and resilience. Participants will learn to identify and address barriers that can impede progress, diagnose misalignments in leadership, culture, and operations, and implement practical shifts to improve delivery. The programme emphasizes developing effective leadership behaviours, recognising capability gaps, and aligning efforts with core strategic priorities. Additionally, it explores the key elements of fostering a learning culture and building resilience within teams to maintain focus and adapt effectively during disruptions.
Agenda
Day – 1 Strategic Environment and Organisational Context Analysis
- Map internal capabilities, constraints, and cultural factors affecting strategy.
- Analyse external risks, and long-term trends.
- Prioritise strategic issues.
Day – 2 Mental Models and Systems Thinking Application
- Apply mental models and systems thinking to frame complex problems.
- Identify strategic assumptions, blind spots, and interdependencies.
- Use scenario logic and structured challenge to stress-test early direction.
Day – 3 Strategic Priorities and Plan Definition Development
- Break down strategic direction into actionable priorities and initiatives.
- Sequence decisions and resource flows to manage interdependencies.
- Integrate ESG and sustainability into long-term value creation.
Day – 4 Stakeholder Influence and Strategic Framing Design
- Map key stakeholders, internal influencers, and decision-makers
- Frame strategy in ways that resonate across roles and interests.
- Design engagement approaches that build alignment and ownership.
Day – 5 Weekly Review
- Summary and recap of key learning objectives
- Action Planning
Day – 6 Organisational Readiness and Execution Barriers
- Identify barriers to execution and the common causes of strategy failure.
- Diagnose leadership, cultural, and operational misalignments that hinder delivery.
- Pinpoint the practical shifts required to enable successful strategy execution.
Day – 7 Leadership Capabilities for Strategic Impact
- Identify leadership behaviours that support or hinder strategy execution.
- Recognise gaps in leadership capabilities that affect strategy delivery.
- Align leadership focus and energy with the most critical strategic priorities.
Day – 8 Learning Culture and Strategic Resilience
- Define the key elements of a learning culture that supports adaptability.
- Understand the role of resilience in maintaining strategic focus during disruption.
- Establish practical approaches to building resilience within teams and the organisation.
Course Review
- Summary and recap of key learning objectives
- Action Planning
Post-Course
- Five (5) x hour-long Executive Coaching sessions at monthly intervals following Course Completion
Target Audience
This course is suitable for a wide range of leaders and managers but will be of real value to:
- Senior Executives and CEOs
- Strategic Planners and Analysts
- Department Heads and Managers
- Project Managers and Team Leaders
- Change Management Professionals
- Organisational Development Specialists
- Human Resources Leaders
- Business Consultants and Advisors
- Risk Management Professionals
- Innovation and Sustainability Officers
- Operational Excellence Managers
- Corporate Trainers and Coaches
- Policy Makers and Government Officials
- Academics and Researchers in Business Strategy
- Entrepreneurs and Start-up Founders
- Non-profit Executives and Leaders
- Finance and Accounting Professionals
- Supply Chain and Logistics Managers
- IT and Technology Leaders
- Marketing and Communications Managers
Learning Outcomes
By the end of this course, you will be able to implement a successful strategy that enables you to:
- Assess internal organisational dynamics—including capabilities, constraints, and culture—to inform and shape viable strategic options.
- Identify and interpret external risks and emerging trends to anticipate future challenges and opportunities for strategic positioning.
- Evaluate and prioritize strategic issues based on their impact, urgency, and alignment with long-term objectives.
- Use systems thinking and mental models to understand complexity, reveal interdependencies, and avoid linear problem-solving traps.
- Uncover and critically challenge hidden assumptions and blind spots, and map interdependencies that influence strategic outcomes.
- Apply scenario planning and structured challenge techniques to test the robustness of strategic direction under uncertainty.
- Translate high-level strategic goals into clear, actionable initiatives with defined priorities and success criteria.
- Plan and sequence key decisions and resource allocations to effectively manage interdependencies across initiatives.
- Embed ESG and sustainability considerations into strategic planning to drive long-term, responsible value creation.
- Identify and map key stakeholders and internal influencers to navigate decision-making dynamics and build strategic support.
- Communicate strategy in tailored, compelling ways that align with the values and interests of diverse audiences.
- Design inclusive engagement approaches that foster alignment, commitment, and shared ownership of strategic direction.
- Identify and map key stakeholders and internal influencers to navigate decision-making dynamics and build strategic support.
- Communicate strategy in tailored, compelling ways that align with the values and interests of diverse audiences.
- Design inclusive engagement approaches that foster alignment, commitment, and shared ownership of strategic direction.
- Identify common organisational, behavioural, and systemic barriers that lead to execution breakdowns and strategy failure.
- Diagnose misalignments across leadership, culture, and operations that disrupt the flow from strategy to delivery.
- Pinpoint practical organisational, behavioural, or process shifts required to close the gap between strategy and execution.
- Recognise how specific leadership behaviours can either reinforce or undermine strategic momentum and follow-through.
- Recognise critical gaps in leadership capability—such as decision-making, communication, or influence—that weaken strategy execution.
- Align leadership time, attention, and decision-making with the strategic priorities that drive the greatest value.
- Define the core characteristics of a learning culture, including feedback, reflection, and experimentation, that enable strategic adaptability.
- Understand how emotional, organisational, and strategic resilience help maintain momentum during periods of volatility or disruption.
- Establish practical strategies to build resilience at individual, team, and organisational levels to sustain performance and engagement.
