Advanced training on the topic of strategic planning system. Open workshop "strategic management and effective business development". Levels of strategic analysis in order to develop an effective strategy

Training "Strategic planning and goal setting"

Target: form an understanding of the goals and concept of the company's development. Create a draft vision for the development of your company for 3 years and a plan for making changes. To acquaint with the methodology and tools for involving the management team in the development and subsequent implementation of changes.

The target audience:

• Owners
• CEOs
• Development directors
• Directors to staff
• professionals who want to learn new tools strategic planning.

The trainees will answer the following questions:

• How to develop and implement changes in the company?
• How to achieve team unity when implementing a strategy?
• What is the nature of managerial conflicts?
• How to resolve conflicts with maximum benefit for business?
• How to ensure the implementation of the adopted strategy?
• How to ensure high quality decisions without the participation of decision makers?
• How to direct and control the development of the company?
• How to change organizational culture companies?
• Is it possible to change company culture without changing staff?

As a result of the training, participants:

• They will get acquainted with the concept of 11 steps of organizational transformation according to the Adizes methodology and the real experience of introducing changes into the practice of Russian companies.
• Apply in practice the methodology for creating a Development Vision for 3 years.
• Get acquainted with new approaches to the formation of the mission and values ​​of the company.
• Get to know the principles of forming a book of goals.
• Get acquainted with the methods of facilitation of strategic sessions according to the model of technology of involvement "ToR":
  • "Method of focused discussion";
  • "Workshop of consensus";
  • "Foresight method";
  • "Method of action planning".
• Assess your company's readiness to implement change.
• Form a list of competencies for successful change management. Assess your strengths and weaknesses.
• Outline the ways of developing the missing competencies.
• Create a project plan for the organizational transformation of the company.

Training duration: 2 days

Training Tools:

1. Lecture
2. Filling out questionnaires
3. Video analysis
4. Group discussions, brainstorming
5. Individual and team work
6. Competency diagnostics using the tool"Wheel of Fortune"
7. Self-assessment and feedback
8. Skill development.

Program #2

Training "Strategic planning"

Goals:

1. Include the team in the process, align the conceptual field.
2. Convey plain language What are the elements of the strategy?
3. To convey the approach to the formation of a strategy, to give a feel for individual elements.
4. Discuss the issues raised by the participants.

Forms of work: Group and individual tasks, work with cases and tasks, mini-lectures, analysis of specific situations

Optimal study group size: 15 people

Duration: 2 days (16 hours)

Handout: Slides with fields for comments, cases, tasks

Required condition: preliminary negotiations of the presenter with the representative of the Customer to clarify the request.

Thematic plan:

Block 1. Getting Started/Dialogue About……. (to choose from Indicators, Market Orientation, Business Model of Doing Business) in terms of strategy. - the purpose of the activity is to include the team in the discussion, to look at the strategy from the point of view chosen by the team.

Block 2. Strategic thinking - features and requirements. The concept of strategy. Five "P" strategies of G. Mintzberg. Strategic management In the organisation. Modern tools of strategic management. Strategy schools - the value and limitations of each approach.

Block 3. About how to create a real, not a shelf strategy. Accounting for the features of creating a strategy for a particular organization. Life cycle Adizes companies. On the choice of priorities and the focus of attention of top-level managers.

Block 4. Major stages of the strategic process, Determining the boundaries of the industry - the purpose of the activity is to introduce the general process of planning strata, try to formulate the boundaries of the industry in which the company operates for consideration, “play” with the boundaries of the industry, understand who “WE” are

Block 5. Analysis of the external environment Industry level (STEEP / LE, Industry Life Cycle, Industry Dynamics, related industries, Porter's 5 forces) - the goal of the activity is to learn about the key tools for analyzing the distant environment, it is possible to discuss some issues relevant to the company.

Block 6. Market approach to strategy. About the inner circle Competitors / Consumers / Channels / Niches. KFU of the industry - compliance / non-compliance. - the purpose of the activity is to talk about the sources of competitive advantages.

Block 7. Resource approach to strategy. Resources and capabilities of the company. What kind competitive advantages declare? What are these competitive advantages based on? What capabilities create competitive advantage? The purpose of the activity is to expand the view of the company's resources, to discuss the importance of linking resources with the company's strategy.

Block 8. Map of strategic issues (Long-term impact, cost of the issue, threats to viability…), Scenarios strategic development– The purpose of the activity is to get acquainted with the topic on strategic issues and discuss the question of why it is necessary to formulate several alternative options for strategic development.

If the program does not meet your expectations, please contact us. We can prepare a training and provide a trainer for your unique request.

You can always get detailed training programs by calling us or writing to

In case of your interest, we will be happy to meet with you and tell you about us, our capabilities, experience and how we can be useful to you, tell you about the experience of events held, and show customer reviews.

You can contact us in any way convenient for you:

To keep you safe, we let's share 2nd key secrets when choosing an institute:

If you chose for myself remote form learning, look for institutions, which specialize STRICTLY in it. An institution that earns most of its income from full-time education will not economically pay as much attention to the quality of distance education. The key activity of the business takes over the key resources and attention - a fact!

When choosing an institution, look for a balance between the number of real hours that you will be given and their profitability for the institution. You don't buy smartphones for 3 tr, do you? How to evaluate the quality through the cost of the course? Take just 3 steps.

Let's say institute "A" sells you a six-month course of 512 hours for 10 tr.

Step 1. Subtract minimum 50% for profit and overhead, 5 tr. remains. on the cost, most of which will go to the salaries of teachers conducting webinars.

Step 2. Find out How many webinars will there be and how long will they last?. Let's say for 6 months there will be 12 webinars for 1 hour. In total, the institute will spend 12*1=12 hours on you! out of 512h. programs.

Step 3.1. Compare courses at different institutions in terms of the ratio of actual webinar hours to total program hours. Those. 12*1/512. Where is the attitude more, there they will personally give your training more attention!

Step 3.2. Compare the profitability of an hour of a webinar based on an average of 10 attendees. 5 tr * 10 people / 12 hours = 4.2 tr the teacher will work per hour. The average market cost of an hour Ph.D. in Moscow is about 1,500 rubles, but by no means 3 times more.

Conclusion - Institute "A", by dumping on price, receives excess profit from students who were attracted by the low price, providing them with a minimum amount of real study time. Do you need it? When choosing an institution, look for a balance between the number of real hours that you will be given and their profitability for the institution.

Topic 1. Genesis and main content of strategic management.

Identification of the reasons and basic prerequisites for the emergence of strategic management as an independent approach in the 60s. y.y. 20th century Basic theory of strategic management by A. Chandler. “Management by Goals” by P. Drucker. Company (organization) as open system. Productivity of domestic management processes towards external factors and trends.

Historical models of strategic management. Strategy as the art of maneuvering. Philosophical and military "stratagems". Strategy as implementation public installations and programs. National Economic Planning Strategy and targeted programs development.

Topic 2Role and structure external environment companies.

The determining value of the external environment in strategic management. Microenvironment, mesoenvironment, global environment. The structure of the microenvironment, mesoenvironment, global environment. The role of external stakeholders. Variability and inconsistency of the external environment. Turbulence of changes in the external environment in the context of the global financial and economic crisis. Reactive and predictive models of strategic management. Strategic vision as "immersion" in the external environment.

Topic 3. Hierarchical model of strategic management. The role and types of corporate, business, and functional strategies.

Levels of strategic management in companies: corporate strategy, business strategies, functional strategies. The determining role of the company's corporate strategy.

vertical integration, horizontal integration and diversification as basic corporate strategies. Their features, benefits and risks.

Features of business strategy. Strategic business units (SBUs). Product life cycle. The main functional strategies are production, financial, marketing.

Topic 4. Classic Methods strategic analysis.

Boston Matrix. Matrix GE. Their role in the formation of an optimal portfolio of businesses. I. Ansoff matrix. Competitive Strategies M. Porter. Analysis of the competitive environment. 5 competitive forces. The value chain. Matrix M. Porter.

Topic 5. Strategic management as a process.

Company's mission. The system of strategic goals. Development and implementation of the strategy. Strategic planning.

Strategic Management Algorithm as a Sequence of Adoption Stages management decisions. Mission, its meaning and modern interpretations. The system of strategic goals, financial and non-financial goals. Strategy Development. scenario approach. "Strategic Sessions".

Business plan as a specification of strategic planning. System balanced scorecard (Balanced Scorecard) D. Norton and R. Kaplan. Advantages and limitations of the development model based on the Balanced Scorecard.

Topic 6. The latest concepts and approaches in the field of strategic management. "Strategic safari" G. Mintzberg

Problems and limitations of classical approaches to strategic management. G. Mintzberg's criticism of the "matrix" method of acceptance strategic decisions. The multiplicity of concepts of strategic management as a manifestation of a complex and contradictory process of strategic management.

Topic 7. Resource theory of strategic management. Strategic Core Competencies by G. Hamel and K. Prahalad.

Changing the main setting of strategic management in the 90s. 20th century The primacy of the company's key resources. Development of strategic core (internal) competencies as the main source of companies' competitiveness.

How strategy helps owners and top managers improve business performance

• Is it possible to get an exact answer to the question “What to do?” with the help of a strategy?
• A forecast of the future state of the business, allowing you to make decisions today that affect the future state of the business.
• How to develop successfully, without serious recessions and crises.
• What should the company strive for, development or stabilization.
• The evolution of strategic management. Schools of strategies.
• Six main directions of business development.
• Typical strategies. Just about the complex.
• Is the strategy a plan or a model?

Strategic Analysis

• Approaches and methods: PEST analysis, methods of industry and competitive analysis, SWOT analysis, portfolio analysis, forecasting methods.
• Matrix methods of strategic analysis.
• Objects of analysis.
• Analysis results.

Levels of strategic analysis in order to develop an effective strategy

• Analysis of the general external (macroeconomic) environment.
• Strategic analysis of the nearest external (industry) environment.
• Strategic analysis of the internal environment of the enterprise.
• Development of the mission and goals of the organization.

Organization strategies

• Corporate strategies: Stabilization strategies, growth strategies, exit strategies.
• Business strategies (business units): cost reduction strategies, differentiation strategies, focus strategies.
• Functional strategies: financial strategies, personnel management strategy, area strategy information technologies, resource strategies.

Development and choice of strategy

• Approaches and methods:
  • normative approach.
  • situational approach.
  • Analytical methods.
  • expert methods.
• Types of strategy:
  • International.
  • Intersectoral.
  • Industry.
  • Corporate.
  • business and competitive.
  • functional strategies.
• Stages of development and selection:
  • Definition of strategic alternatives.
  • Bringing up alternatives.
  • Analysis and evaluation of alternatives.
  • Choice of strategy.

Development and analysis of the company's financial strategy through management accounting, budgets and risks

• 10 essential principles effective management finance
• Management accounting - "information for the right decisions"
• What tasks and how should management accounting solve
• What information does the top management of the best companies use?
• Business and financial management key indicators(KPI and CFI)
• Management of cash flows, income, expenses, property and liabilities of the company
• Cash flow analysis and reasons for shortages Money in company
• 7 Key Questions for Analyzing Business Profitability
• Profit maximization and business value increase: how to combine
• Management balance sheet - the main financial and investment report of the business
• Proper capital management of the company
• Financial analysis from the point of view of the owner. Return on equity
• Analysis and calculation of business value
• Cost of capital and business value. Relationship with financial strategy
• Budgeting: an effective technique financial management and planning
• Linking budgeting with the company's financial strategy
• Business control and risk management
• Objects of financial management and control

Development of a business strategy using risk management

• Philosophy and methodology of modern risk management
• Risk management: intuitive or technocratic approach - which is more effective..
• Technology of effective risk management: simple about the complex
• Qualitative and quantitative risk assessment. Building a risk map
• Methods of risk analysis and information collection for risk management
• Risk Mitigation and Business Security Methods
• Risk monitoring and control
• Practical advice from risk management consultants
• Risk management as a daily tool of the Board of Directors

HR strategy and its projection on the overall business strategy

• Key issues of personnel management in the implementation of the strategy
• HR Model
• A universal methodology for recruiting personnel in accordance with the chosen strategy. Success Profile Model

Implementation of the strategy

• What are the prospects for successful implementation of your strategy? Does your business have the relevant knowledge and competencies?
• results
• Areas of change

Strategic control: monitoring the results of the implementation of the strategy

Case. Financial diagnostics of business based on the "director's version" of financial statements.

The advanced training program "Strategic Management" is designed to train managers and entrepreneurs. Its purpose is to help students cope with the tasks of developing, selecting and implementing the company's (organization's) strategy; teach students how to use modern effective ways and methods of management activities to achieve the set business goals. The program will help to gain not only theoretical knowledge, but also practical skills in developing a strategy and implementing the tasks set.

Check out the detailed content curriculum and learning conditions using the menu in the margins on the right. You can apply for training at the bottom of the page. Read about the advantages of the MOODLE platform, on the basis of which the distance courses of the GSUM SUM, read on the page. There you will also find a list of other business courses of the GSUM that may be of interest to you.

The training takes place in a remote format, each student has access to training materials and constant communication with the tutor. Discussions and online conferences make it possible to communicate with other listeners and experienced specialists in the field of strategic management.

Strategic planning provides the basis for all managerial decisions, and therefore the course will be useful to entrepreneurs, business owners, directors, department heads and managers involved in the development of an organization's strategy. The program is suitable for planners and business consultants who will be able to update their knowledge and get up-to-date additional information.

The distance learning format at GSUM allows students to save time and study according to their own schedule - without geographical and time restrictions. The start of the program is at any time, there are no restrictions on the start date of classes. For those who prefer more extensive and deep system knowledge in business, we recommend that you take the training .

TRAINING RESULT

Course participants will be able to:

• meet to theoretical foundations strategic management;
• learn how to conduct strategic analysis - competitive and industry; as well as analysis of the strategic potential of the organization;
• assess the factors of the external environment and solve problems associated with its uncertainty;
• consider different types of business strategies and evaluate their practical effectiveness;
• to get acquainted with the concept of strategic diversification;
• evaluate, select and analyze the implementation of the chosen strategy;