Seminars on strategic management. Seminar "Strategy development procedure. Strategic planning". Training "Strategic planning and goal setting"
Recent times the interest of many companies in the topic of strategic management has noticeably increased and this is not just a tribute to fashion. An objective need arises in strategic management.
Many enterprises have more or less established operational management, but the owners understand that enterprises can work more efficiently, and this task is almost impossible to solve at the operational level. It is very difficult to do without a well-thought-out strategy and an effective mechanism for implementing this strategy.
Often, managers of companies (especially small ones) ask the question: "When (from what moment) should the company begin to engage in strategic management?" The answer here is very simple. Of course, from the very beginning, but you just need to understand to what extent this needs to be done.
Naturally, a small company and a large industrial enterprise it is necessary to apply a strategic management tool in different volumes. But if you do not engage in strategic management from the very beginning, then a small company will remain small, or it will grow into a large uncontrollable monster.
The seminar will discuss in detail all the practical issues related to the formulation and use of the strategic management system to achieve the strategic goals of the company. A step-by-step technology for conducting strategic analysis and developing a strategic plan will also be considered. Besides great attention will focus on the mechanism for implementing the strategic plan.
Seminar objectives:
Target audience of the seminar:
Why this particular seminar or 5 reasons that determine the need to participate in this seminar1. Purpose of the seminar :
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STRATEGIC MANAGEMENT AND EFFECTIVE BUSINESS DEVELOPMENT (2 days)
Part I. Strategy as a management tool... The place and role of strategic management in the company's management system. Strategic management concept.Part II. Strategic analysis ... The role of strategic analysis in the strategic management system. Strategic analysis techniques. Examples of strategic analysis.
Part III. Developing a strategic plan... The role of the strategic plan in the strategic management system. Company's mission. Strategic concept for the development of the company. The goals and strategy of the company. Strategic objectives of the company. Examples of strategic plans.
Part IV. Strategy implementation... The mechanism for the implementation of strategic objectives. Regulation of the strategic management system. Examples of strategic management regulations.
Part V. Technology of setting strategic management in the company... Company management system development projects. Organization of temporary working group(AWG) on the implementation of a strategic management system. Project management for setting up strategic management in the company. An example of a project description for setting up strategic management in a company.
Detailed program of the workshop "Strategic management and effective business development"
| Program sections | Comments to sections of the program |
| 1. Strategy as a management tool 1.1. The place and role of strategic management in the company's management system |
Section 1 "Strategy as a management tool" is intended to show that strategic management is really a management tool that can and should be used, to draw the attention of company managers and specialists to typical mistakes that enterprises make when trying to use strategic management in their company. The section will discuss in detail what strategic management is and how exactly this system allows you to improve the financial and economic condition of the company. |
| 2. Strategic analysis 2.1. The role of strategic analysis in the strategic management system |
Section 2 "Strategic Analysis" is devoted to an overview of the main methods of strategic analysis, which are most often used in practice. Strategic analysis is needed to provide managers with the information they need to develop a company's strategy. Everything seems to be clear and logical, but in fact here companies in practice face one of the fundamental problems of strategic management. When a company tries to conduct a strategic analysis, the question immediately arises of what exactly strategic analysis should include, what information should be the output of this analysis, and what information managers need to develop a strategy. Many attempts have been made to somehow formalize this process, i.e. define standard formats for strategic analysis, following which the company is guaranteed to provide itself with the necessary information to develop a strategy. This section discusses the use of the most common techniques. |
| 3. Development of a strategic plan 3.1. The role of the strategic plan in the strategic management system |
Section 3 "Developing a Strategic Plan" the main focus is on how to develop a strategic plan for the company, taking into account the results of the strategic analysis. There are a lot of strategic analysis tools, in addition, to develop a strategy, you may need more detailed information about how external environment(markets, competitors, suppliers, etc.) and about the company (products, business processes of the company, management, resources, etc.). There is no set of methods that would guarantee the company that if all these methods are used, then the information of the required quality and in the required volume will be obtained to develop an effective strategy. The ultimate goal of any analysis is draft solutions, in this case it is the company's strategic plan. After conducting strategic analysis and preparing information for developing a strategy, here the company is faced with the second fundamental problem of strategic management - strategy formulation. The stages of developing a strategic plan are determined in accordance with the format of the strategic plan and with the logic of its development. This section will also consider examples of strategic plans. |
| 4. Implementation of the strategy 4.1. Mechanism for the implementation of strategic objectives |
Section 4 "Strategy Implementation" is devoted to issues related to the practical implementation of the developed strategic plan. Even after a strategic analysis has been carried out, the company's strategy has been developed and agreed with managers, this does not mean at all that it will be implemented. Here the company may face the third (most difficult) fundamental problem of strategic management, namely, how to implement the company's strategy, how to make sure that the bright future that is drawn on paper is implemented. that the strategic plan of the company is being implemented through the implementation of strategic objectives. As practice shows, if you try to solve strategic tasks within the framework of current activities, then it turns out to be extremely ineffective. When choosing a method for organizing the solution of strategic tasks, it is necessary to take into account the main differences between current activities and strategic ones, i.e. related to development. |
| 5. Technology of setting strategic management in the company 5.1. Company management system development projects |
Section 5 "Technology of setting strategic management in the company" the focus is on the implementation of strategic management technology in the company. As practice has shown, the most effective approach to the formulation of strategic management is to give this work the status of a project for the development of a management system, which requires the creation of a temporary working group (AWG), including specialists from all major functional divisions, to ensure an integrated approach to the formulation of strategic management. |
Workshop " Strategic management and effective business development "is developed on the basis of many years of experience implementation of consulting projects on strategic management.
A distinctive feature of the seminars conducted by RiK is a pronounced practical focus.
After this seminar, each participant will have draft strategic plan of the company, which will contain the results of strategic analysis, mission, goals and strategy of the company, as well as a set of strategic objectives of the company with their description.
SPECIAL PROMOTION !!!
RiK'S CONSULTANTS ARE READY FOR ALL SEMINAR PARTICIPANTS TO CARRY OUT A FREE AUDIT OF THE DEVELOPED DRAFT STRATEGIC PLAN AND FORM RECOMMENDATIONS FOR ITS IMPROVEMENT AND IMPLEMENTATION IN THE COMPANY.The cost of the seminar is 35,000 rubles. The cost of seminars includes a set handout material, drive, lunch and coffee break.
If more than one employee from one company takes part in the seminar, then the following applies. system of discounts:
- the second participant 5%;
- the third participant 10%;
- starting with the fourth participant, 15%.
Seminar participants will receive CDs containing the following information:
Time of the seminar: from 10.00 to 17.00 (with a lunch break). The seminar is being held in Moscow.
Most executives focus their efforts on solving current tasks, and issues of long-term development are often given insufficient attention. How to make the chaos of countless ideas about the future development of the company turn into a coherent system? How to organize the procedure for developing and approving a strategy? How to avoid mistakes at the stage of organizing the process and achieve the desired result?
The material for our seminar was the results and experience of conducting strategic sessions for a large number of companies.
As a result of training, you:
- Define the principles and tools for organizing the strategic planning process.
- Gain hands-on experience in managing the content and context of the strategic planning process.
- Conduct a hands-on strategic planning session using case studies from companies.
- Master the ways of developing, formalizing, regulating the strategy, technologies for its implementation through operational activities, organizing monitoring and reporting.
- Become a card holder regular client, which makes it possible to study at seminars and MBA programs from Moscow Business School with a 15% discount.
Workshop program
Day 1:
- Integrated control system model:
- Cycle of activity.
- Control cycle.
- Place and role of strategic planning in the management system.
- A systematic approach to company management.
- Principles of modeling organizational systems.
- Three-level model "Person - Strategy - Organization".
- Mission, vision, values - the ideology of the company that determines the behavior.
Organization of the strategic planning process:
- Strategic planning as a communicative process.
- Participants in the process, principles of organizing the process.
- Process content management.
- Organization of the process context.
- What comes first: chicken or egg? Content and context - what is determining.
- Phases life cycle organizations.
- Typology of organizational culture.
- Workshop: Demonstration and discussion of an example of the document "Regulations on the Strategic Committee"; group work to determine the types of cultures of organizations represented by the participants of the seminar, formalization of the results.
Strategic paradigm development:
- Owner behavior patterns that determine the company's vision.
- Allocation of the object of strategy development - the strategic economic unit of the SCE.
- Taking into account the interests of interested parties (stakeholders).
- Formalization of customer value and the nature of behavior in price segments.
- Balanced scorecard as a principle of strategy formalization.
- Basic concepts: goal, indicator, criterion, efficiency.
- Examples of case studies for developing a strategy.
- Workshop: Inventory of a business portfolio and the choice of an object for developing a strategy. Working in groups
Day 2:
- Principles and tools for formalizing the strategy:
- Pest analysis.
- Industry map.
- Portfolio Analysis: BCG Matrix.
- 5 Porter's forces.
- "Correct" development of a strategic Swot analysis matrix.
- Methods for formalizing a business strategy.
- Methods for formalizing competitive strategy.
- Workshop: Formalization of the SHE strategy, group work.
Cascading the target strategic program:
- Development of goals for Results, reflecting the expectations of the owner.
- Developing goals leading to meeting stakeholder expectations.
- Development of operational objectives.
- Development of goals for the development of internal resources.
- Methods for checking the consistency of the target model.
- Workshop: Development of a map of strategic goals and determination of indicators of achievement, formalization of results.
Transfer of the target strategic program to the operational control loop:
- Decomposition of strategic indicators to the levels of structural links.
- Setting up and formalizing feedback processes.
- System development strategic programs implementation of the target program.
- Setting up a monitoring system for the implementation of the strategy.
- Organization of accounting.
- Setting up the organization to implement the strategy.
- Typical mistakes when projecting strategy on the level of daily activities.
- Workshop: Demonstration and discussion of examples of documents: "Regulations on the strategy", "Regulations on the strategic management system".
To keep you safe, we share 2 name key secrets when choosing an institute:
If you chose for myself remote form learning, look for institutions, which specialize STRICTLY on it... An institution that receives the main income from full-time education economically will not pay as much attention to the quality of distance education. The key business activity takes over key resources and attention - fact!
When choosing an institution, look for a balance between the number of real hours 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 in terms of the cost of the course? Complete just 3 steps.
Let's say Institute "A" sells you a half-year course of 512 hours for 10 tr.
Step 1. subtract minimum 50% on profit and overhead costs, 5 thousand rubles remains. on the cost price, most of which will go to the salaries of teachers who conduct webinars.
Step 2. Finding out how many webinars will be and how long will it take... Let's say there will be 12 webinars for 1 hour in 6 months. In total, the institute will spend 12 * 1 = 12 hours on you! from 512h. programs.
Step 3.1. Compare courses at different institutes in relation to actual webinar hours versus total program hours. Those. 12 * 1/512. Where this attitude is more, there they will personally devote your training to more attention!
Step 3.2. Compare the profitability of an hour of a webinar based on an average of 10 attendees. 5 thousand rubles * 10 people / 12 hours = 4.2 thousand rubles the teacher will work per hour. Average market cost per hour Ph.D. in Moscow it is about 1,500 rubles, but not 3 times more.
Conclusion - Institute "A", dumping at the price, gets in excess of the profit from the students who were attracted by the low price, providing them with the minimum amount of real study time. Do you need it? When choosing an institution, look for a balance between the number of real hours you will be given and their profitability for the institution.
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2. MBSh Consulting LLC, legal address: 119331, Moscow, Vernadsky prospect, 29, office 520.
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LLC MBSh legal address: 119334, Moscow, Leninsky prospect, 38 A.
LLC MBSh Consulting legal address: 119331, Moscow, Vernadsky prospect, 29, office 520.
CHUDPO "MOSCOW BUSINESS SCHOOL - SEMINARS", legal address: 119334, Moscow, Leninsky prospect, 38 A.
How a strategy helps owners and top managers improve business performance
- Is it possible with the help of a strategy to get an exact answer to the question: "What to do?"
- Forecasting the future state of the business, allowing today to make decisions that affect the future state of the business.
- How to develop successfully, without serious recessions and crises.
- What should the company strive for, for development or for stabilization.
- The evolution of strategic management. Schools of strategies.
- Six main areas of business development.
- Typical strategies... Just about the complex.
- Is a strategy a plan or a model?
Strategic analysis
- Approaches and methods: PEST analysis, industry and competitive analysis, SWOT analysis, portfolio analysis, forecasting methods.
- Matrix methods of strategic analysis.
- Objects of analysis.
- Analysis results.
Levels of strategic analysis to develop an effective strategy
- Analysis of the general external (macroeconomic) environment.
- Strategic analysis of the closest external (industry) environment.
- Strategic analysis internal environment enterprises.
- Development of the mission and goals of the organization.
Organizational strategies
- Corporate strategies: Stabilization strategies, growth strategies, curtailment strategies.
- Business strategies (business units): cost reduction strategies, differentiation strategies, focusing strategies.
- Functional strategies: financial strategies, HR strategy, area strategy information technologies, resource strategies.
Strategy development and selection
- Approaches and methods:
- Normative approach.
- Situational approach.
- Analytical methods.
- Expert methods.
- Types of strategy:
- International.
- Interindustry.
- Industry-specific.
- Corporate.
- Business and competitive.
- Functional strategies.
- Development and selection stages:
- Identifying strategic alternatives.
- Finishing alternatives.
- Analysis and evaluation of alternatives.
- Choosing a 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 by key indicators (KPI and CFI)
- Management of cash flows, income, expenses, assets and liabilities of the company
- Cash flow analysis and reasons for shortages Money in company
- 7 key questions of business profitability analysis
- Profit maximization and business value increase: how to combine
- Management balance sheet - the main financial and investment report of a business
- Proper management of company capital
- Financial analysis from the point of view of the owner. Return on equity
- Analysis and calculation of business value
- Capital cost and business value. Link to financial strategy
- Budgeting: an effective technique financial management and planning
- Relationship between budgeting and financial strategy of the company
- Business control and risk management
- Objects of financial management and control
Business strategy development using risk management
- Philosophy and methodology of modern risk management
- Risk management: intuitive or technocratic approach - which is more effective ..
- Effective risk management technology: simple about the complex
- Qualitative and quantitative risk assessment. Building a risk map
- Risk analysis and information gathering methods for risk management
- Methods to mitigate risks and ensure business security
- Monitoring and control of risks
- 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
Strategy implementation
- What are the prospects successful implementation your strategy? Does your business have the relevant knowledge and competencies?
- results
- Areas of change
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