Simple, Powerful Tools for Successful Strategy Implementation
Online/Virtual Or in person learning
"Cooperatively make the organization's eventual fate of development."
A strategy can be beautifully and painstakingly designed. But implementing strategy is, as continued research shows, a perennial challenge for most organizations – and one that has become more acute in today’s fast-changing and unpredictable world.
Delivered by one of our expert trainers, previously Master Trainer for Kaplan and Norton’s Balanced Scorecard Certification Programs, this one-day Masterclass provides course participants with a set of proven, practical tools for successful strategy implementation.
This set of tools provides participants with a simple, step-by-step, sequential process for distilling a formulated Strategy into focused action points and a Balanced Scorecard System of Strategic Objectives, KPIs, and Initiatives.
Tool 1: Creating a Strategic Change Agenda
A Strategic Plan can be long and detailed. A one-page Strategic Change Agenda enables the identification of the critical performance areas that must be mastered in strategy implementation against financial, customer, internal process, and learning and growth perspectives.
As used successfully by organizations such as the FBI, the A Strategic Change Agenda is a simple and effective framework to identify and assess is and the current state – “As is…” and to project desired future states – “To be…” for key performance dimensions such as Customer Relationship Management and Organizational Culture.
Tool 2: Selecting Strategic Objectives
Organizations typically struggle to identify the key Strategic Objectives that populate the Strategy Map of the Balanced Scorecard System, resulting in either too many objectives or objectives that are too vague for practical value.
Learn how to use the Strategic Change Agenda as the basis for selecting a small set of focused and strategically critical Strategic Objectives.
Tool 3: The Strategic Objective Statement
A challenge with Strategic Objectives is that they are described in a few words, making it very difficult to gain organization-wide agreement as to the meaning of the Strategic Objective, which hampers implementation efforts.
Learn how to scope a Strategic Objective Statement - a simple two-paragraph explanation of why the objective is strategically important and the key interventions required to deliver the objective.
Also, learn how to weave the statements together into one short document that becomes the Strategy Value Narrative. Invaluable for stakeholder communication purposes, the value narrative is a short, focused explanation of what the strategy is and how it will be implemented.
Tool 4: Selecting KPIs based on the Objective Statement
A major challenge for organizations is how to identify the select few strategically critical KPIs for assessing organizational performance to the Strategy.
Learn how to select impactful KPIs based on the “how the strategy will be delivered” part of the objective statement and how to keep the selected KPIs to the minimum few.
Tool 5: Building a KPI Card
Organizations typically struggle to “manage” KPIs once selected – clearly explaining how the success of the KPI will lead to improved performance and how the data is collected and reported. A KPI Card is a powerful tool for steering organizations through the hurdles of successfully managing KPIs. Included within the sections of the Card are:- The Strategic Objective and Objective Statement that the KPI supports.
- KPI description and ownership
- Data collection process
- Positive and negative behaviours that the KPI might trigger
- Process for KPI analysis
- Who will receive the KPI analysis KPI and what they will do with that information.
Tool 6: How to Identify Strategic Initiatives
This tool provides a simple process for identifying the Strategic Initiatives that are deployed to close the gap between current and targeted KPI performance.
Also, learn how to use a Strategic Initiative Alignment Map to ensure selected Strategic Initiatives provide full coverage of the capabilities required to deliver the strategy.
Tool 7: Prioritizing and Sequencing Strategic Initiatives
Many candidate Strategic Initiatives can be identified, and due to financial and human resource constraints, not all Strategic Initiatives can be implemented simultaneously.
Overcome the challenges of selecting Strategic Initiatives through a Strategic Initiatives prioritization process using a weighted assessment model.
Also, learn how to sequence Strategic Initiatives to maximize strategic impact and to gain “early wins.”
1. The Methodology
Your authority group begins by taking the Technique Review, which gives the basic setting and thoughts for the procedure studio.
2. Studio Prep
A progression of meetings, information solicitations and investigation guarantees the studio drives to understanding, system, choices and activity.
3. The Studio
The 2-day studio methodicallly covers the whole plan of action methodology as the group fosters the organization's well thought out course of action.
Masterclass Dates
The Masterclass will be delivered in two separate time zones:
- Wednesday 11th January at 9.am UK time
- Thursday the 12th of January at 10.a.m. US EST.
4. Weeks - Beginning
The most proficient and compelling approach to cooperatively foster your brilliant course of action.
Enduring Systems
Now and again there are changes, different times enormous changes, however in the end enduring .
Group Arrangement
The initiative group is vigorously contributed in the meantime, which drives arrangement.
Masterclass Dates
The Masterclass will be delivered in two separate time zones:
- Wednesday 11th January at 9.am UK time
- Thursday the 12th of January at 10.a.m. US EST.
Managing the Strategy Implementation Process
As a final session, an overview of the key skills and responsibilities of the Office of Strategy Management in facilitating the implementation and review of the strategy implementation process.
Masterclass Dates & Pricing
The Masterclass will be delivered in two separate time zones:
- Wednesday 11th January at 9.am UK time.
- Thursday the 12th of January at 10.a.m. US EST.
- Price £1,000/participant.
- Mode of payment via Bank Transfer.
4. Weeks - Beginning
The most proficient and compelling approach to cooperatively foster your brilliant course of action.
Enduring Systems
Now and again there are changes, different times enormous changes, however in the end enduring .
Group Arrangement
The initiative group is vigorously contributed in the meantime, which drives arrangement.
Registration Details
To register for the Masterclass, download and complete the registration form at the following link:
Trainer 1 - Mr. James Creelman
James Creelman is the Director of the UK-based Cardinal Management Consulting, an Associate Director of Strategia Worldwide, and the Strategy Management Practice Lead for Impact Consulting.
He was previously a Master Trainer for the Kaplan and Norton Balanced Scorecard Practitioner and Graduate Certification Programs.
James Areas of Expertise include:
- Strategy & Risk Management
- Agile and Adaptive Balanced Scorecards
- Author of 25+ Books
- Change Management & Innovation
- KPIs and KRIs
- Strategy Coaching and Workshops Facilitation
Trainer 2 - Mr. Alberto Manzo
Founder of Impact Consulting, Alberto has gained extensive experience working at senior level in various International and culturally-diverse working environments. Well-respected amongst business communities, during his career spanning more than 25 years Alberto has operated both as a manager with executive accountability and has led internal consulting teams.
Alberto’s Areas of Expertise include:
- Strategy
- Business Transformation
- Restructuring and Turnaround
- Operation and Operational Excellence
- Sales, Marketing & Product Development
- Executive Selection (CBI and Case Study)