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CBSCCertificate in Strategy Management and the Balanced Scorecard
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Course Overview
The programme is a 5-day format featuring detailed training and extensive case study material to support the lecture content. The programme covers all aspects of the strategy management process from creating strategy through to the detail of successful strategy implementation. It is based on the holistic use of a variety of proven strategy management techniques from many of the world’s leading strategy gurus. Specifically distinguish this programme is the practical application of these techniques. A specific emphasis within this course is given to the Balanced Scorecard approach for strategy implementation developed by Professor Robert Kaplan and Dr David Norton at Harvard.
This programme has been updated to include a range of topics and application techniques specifically relevant to managing strategy in uncertain times. New modules to this already highly successful programme include the application of digital strategy in the post Covid emergence; the integration of effective risk management into the strategy process for enhanced business continuity planning; and the leadership traits necessary for effective strategy management. This programme will be highly relevant to senior executives, strategy managers, business unit heads and heads of support functions such as finance, HR and IT.
Key Takeaways
1
Learn how to build strategic thinking and awareness for executives and managers.
2
Understand how to apply the latest techniques used by the business gurus.
3
Detecting the critical issues facing your own strategy development and deployment.
4
Learn to better understand the role of the performance measurement in strategic planning.
5
Developing and using balanced scorecards.
London School of Business and Finance
LSBF EE offers a range of short programmes and postgraduate certificate courses, tailored specifically to the needs of working professionals who want to succeed in today’s globalised business climate. The school was established in 2003 and has campuses in the UK and Singapore; it is also partnered with the award-winning online platform InterActive, delivering education to students around the world who can’t attend classes on campus. The LSBF experience is career-driven, tailored to each individual student, and led by expert tutors who are passionate about their subject and about teaching.
Course Outline
Day 1
SESSION 1: Introduction - The Meaning of Strategy
→ What is strategy?
→ Strategic planning vs strategy implementation
→ Key elements in each phase
→ Michael Porter’s definition of strategy
In this session, delegates learn the meaning of strategy and why it is critical. They will be introduced to the concept of delivering unique value and will understand the different elements in strategy planning and implementation.
→ Strategic planning vs strategy implementation
→ Key elements in each phase
→ Michael Porter’s definition of strategy
In this session, delegates learn the meaning of strategy and why it is critical. They will be introduced to the concept of delivering unique value and will understand the different elements in strategy planning and implementation.
SESSION 2: Vision, Mission and the Statement of Purpose
→ Understanding vision and mission
→ New thinking on statement of purpose
→ Criterial for good vison and mission statements
→ The IKEA case study
→ The Patni case study
In this session, delegates will learn the value of vision and mission statements and will understand good design principles. They will be introduced to the concept of a statement of purpose
→ New thinking on statement of purpose
→ Criterial for good vison and mission statements
→ The IKEA case study
→ The Patni case study
In this session, delegates will learn the value of vision and mission statements and will understand good design principles. They will be introduced to the concept of a statement of purpose
SESSION 3: First Steps in Strategy Development
→ The five questions for strategy development
→ Degrees of strategic freedom
→ The Icon Water case study
→ The Tata Power case study
→ Understanding the Big Hairy Audacious Goal (‘BHAG’)
In this session, delegates get their first introduction to the questions needed to be answered in forming a strategy. They will learn about the value of having an audacious medium term goal
→ Degrees of strategic freedom
→ The Icon Water case study
→ The Tata Power case study
→ Understanding the Big Hairy Audacious Goal (‘BHAG’)
In this session, delegates get their first introduction to the questions needed to be answered in forming a strategy. They will learn about the value of having an audacious medium term goal
SESSION 4: Assessing the Opportunity
→ Strategic market opportunity
→ Evaluating market attractiveness – 5 Forces
→ Running an effective SWOT
→ Drawing some initial strategic conclusions
In this session, delegates will understand the need for data and market intelligence in effective strategic planning. They will be introduced to key market analysis techniques and will understand how to get enhanced value form the widely used SWOT analysis
→ Evaluating market attractiveness – 5 Forces
→ Running an effective SWOT
→ Drawing some initial strategic conclusions
In this session, delegates will understand the need for data and market intelligence in effective strategic planning. They will be introduced to key market analysis techniques and will understand how to get enhanced value form the widely used SWOT analysis
Day 2
SESSION 5: Developing Your Strategy – Strategic Themes
→ Identifying sources of growth with the growth matrix
→ The use of scenario planning
→ Understanding strategic themes
→ The chemical company case study
→ The Middle East family business case study
In this session, delegates will take the first steps in building strategic content for their plan. They will be given insights into how to evaluate growth opportunities and apply strategic scenario thinking to reach their final growth strategy decisions. They will understand the application of strategic themes to give clarity to the emerging strategy.
→ The use of scenario planning
→ Understanding strategic themes
→ The chemical company case study
→ The Middle East family business case study
In this session, delegates will take the first steps in building strategic content for their plan. They will be given insights into how to evaluate growth opportunities and apply strategic scenario thinking to reach their final growth strategy decisions. They will understand the application of strategic themes to give clarity to the emerging strategy.
SESSION 6: Developing Your Strategy – Uncovering a Winning Approach
→ Pathways to growth – pros and cons of different approached
→ Creating a compelling value proposition
In this session, delegates will learn the various options for strategic growth from organic growth through to franchise based models. They will understand the pros and cons of each of these approaches. They will also learn the need for a compelling value proposition and how to develop one.
→ Creating a compelling value proposition
In this session, delegates will learn the various options for strategic growth from organic growth through to franchise based models. They will understand the pros and cons of each of these approaches. They will also learn the need for a compelling value proposition and how to develop one.
SESSION 7: Developing Your Strategy – Structuring Your Plan
→ Steps in building a time bounded strategic plan
→ Evaluating option with financial analysis
→ Introducing and evaluating strategic risks
In this session, delegates get learn how to create a structured time based plan around their emerging strategic thinking. They will understand how financial evaluations are undertaken to review different scenarios and will see how strategic risk analysis identifies areas of potential concern within the emerging plan.
→ Evaluating option with financial analysis
→ Introducing and evaluating strategic risks
In this session, delegates get learn how to create a structured time based plan around their emerging strategic thinking. They will understand how financial evaluations are undertaken to review different scenarios and will see how strategic risk analysis identifies areas of potential concern within the emerging plan.
SESSION 8: Going Digital – The Opportunity and Necessity
→ Putting digital strategy into context
→ The three stages of going digital
→ Case study PD@GE
→ Case study – Volkswagen and the Internet of Things
→ Lessons for the top digital performers
In this session, delegates will understand how accelerating digital strategy options is key to survival in an uncertain world. They will learn the three stages of digital strategy and will be introduced to case studies that show the breath of digital opportunity.
→ The three stages of going digital
→ Case study PD@GE
→ Case study – Volkswagen and the Internet of Things
→ Lessons for the top digital performers
In this session, delegates will understand how accelerating digital strategy options is key to survival in an uncertain world. They will learn the three stages of digital strategy and will be introduced to case studies that show the breath of digital opportunity.
Day 3
SESSION 9: Introducing Blue Ocean Strategy
→ What is Blue Ocean thinking?
→ Blue and red oceans
→ Key techniques from Blue Ocean thinking – ERRC; the Value Curve
→ The Commerce Bank case study
→ When is Blue Ocean strategy appropriate?
In this session, delegates learn the different approach to strategy development implied by the advocates of Blue Ocean thinking. They will be introduced to some of the key tools used in Blue Ocean strategy exercises and will be given a checklist to see if Blue Ocean methods are appropriate to their business.
→ Blue and red oceans
→ Key techniques from Blue Ocean thinking – ERRC; the Value Curve
→ The Commerce Bank case study
→ When is Blue Ocean strategy appropriate?
In this session, delegates learn the different approach to strategy development implied by the advocates of Blue Ocean thinking. They will be introduced to some of the key tools used in Blue Ocean strategy exercises and will be given a checklist to see if Blue Ocean methods are appropriate to their business.
SESSION 10: Why Strategies Fail
→ Causes of strategy failure
→ The Strategy Focused Organization
In this session, delegates will understand key failure criteria for strategies and will be introduced to the five principles of the Strategy Focused Organization with a detailed training on each of the components..
→ The Strategy Focused Organization
In this session, delegates will understand key failure criteria for strategies and will be introduced to the five principles of the Strategy Focused Organization with a detailed training on each of the components..
SESSION 11: Preparing for Implementation – The Business Model Canvas
→ What is a business model canvas
→ The nine elements that define your business model
→ Case study - The Linked-in Business Model Canvas
In this session, delegates get understand how to translate their strategic plan into a business model that defines key aspects of their approach to strategy implementation including customer channels, key processes, resources etc.
→ The nine elements that define your business model
→ Case study - The Linked-in Business Model Canvas
In this session, delegates get understand how to translate their strategic plan into a business model that defines key aspects of their approach to strategy implementation including customer channels, key processes, resources etc.
SESSION 12: Balanced Scorecard Part 1- An Introduction to Strategy Mapping
→ What is a Balanced Scorecard?
→ The value of strategy mapping
→ Case study – An Australian construction firm
In this session, delegates will get their first introduction to the mostly widely used strategy implementation tool – the Balanced Scorecard. They will be introduced to the four perspectives and the concept of strategy mapping.
→ The value of strategy mapping
→ Case study – An Australian construction firm
In this session, delegates will get their first introduction to the mostly widely used strategy implementation tool – the Balanced Scorecard. They will be introduced to the four perspectives and the concept of strategy mapping.
Day 4
SESSION 13: Balanced Scorecard Part 2 – Key Performance Indicators and Targets
→ Lining performance indicators to your strategy map
→ Criteria to design good KPIs
→ KPI pitfalls
→ Case study – Airport arrivals KPIs
→ Three methods for target setting
→ Balanced Scorecard KPIs and the link to budgeting
In this session, delegates will be introduced to the development of insightful KPIs and will be given examples of effective KPIs and of where KPIs may mislead rather than inform
→ Criteria to design good KPIs
→ KPI pitfalls
→ Case study – Airport arrivals KPIs
→ Three methods for target setting
→ Balanced Scorecard KPIs and the link to budgeting
In this session, delegates will be introduced to the development of insightful KPIs and will be given examples of effective KPIs and of where KPIs may mislead rather than inform
SESSION 14: Balanced Scorecard Part 3 – Initiatives
→ Defining an initiative
→ The role of initiatives
→ Identifying prioritizing and rejecting initiatives
→ A template for initiative definition
In this session, delegates will understand the need for initiatives and will learn to differentiate objectives from initiatives. They will be introduced to a process of initiative identification and prioritisation.
→ The role of initiatives
→ Identifying prioritizing and rejecting initiatives
→ A template for initiative definition
In this session, delegates will understand the need for initiatives and will learn to differentiate objectives from initiatives. They will be introduced to a process of initiative identification and prioritisation.
SESSION 15/16: Balanced Scorecard Part 3 – Cascading Your Balanced Scorecard
→ Aligning strategy through the organisation
→ Techniques of cascading
→ Cascading to line business units
→ Cascading to support functions
→ How many levels should I cascade?
In this session, delegates will learn how organisations align the objectives of line units and support functions with higher level business goals. They will understand techniques of cascading the balanced scorecard and when and when not to do a cascade.
→ Techniques of cascading
→ Cascading to line business units
→ Cascading to support functions
→ How many levels should I cascade?
In this session, delegates will learn how organisations align the objectives of line units and support functions with higher level business goals. They will understand techniques of cascading the balanced scorecard and when and when not to do a cascade.
Day 5
SESSION 17: Aligning Your Resources – Budgeting and Resource Allocation
→ The link between strategy and budget
→ Understanding the need for ‘Stratex’
→ Designing a new budgeting process
→ Zero base budgeting
→ Beyond budgeting
In this session, delegates will be introduced to a more effective alignment between strategy and annual financial budgeting. They will see the need to allocate budget specifically to strategic activity through a concept known as Stratex. They will also be introduced to different approaches to annual budget creation.
→ Understanding the need for ‘Stratex’
→ Designing a new budgeting process
→ Zero base budgeting
→ Beyond budgeting
In this session, delegates will be introduced to a more effective alignment between strategy and annual financial budgeting. They will see the need to allocate budget specifically to strategic activity through a concept known as Stratex. They will also be introduced to different approaches to annual budget creation.
SESSION 18: Aligning Your Resources – Human Resource Planning
→ The link between strategy and human resources
→ Linking workforce planning to strategy
→ Uncovering critical roles
→ Succession planning
→ Employee engagement and performance assessment
In this session, delegates understand the interface between strategy and the human resource function. They will see how strategy drives workforce planning and training and development needs. They will also understand the need for more effective employee performance management
→ Linking workforce planning to strategy
→ Uncovering critical roles
→ Succession planning
→ Employee engagement and performance assessment
In this session, delegates understand the interface between strategy and the human resource function. They will see how strategy drives workforce planning and training and development needs. They will also understand the need for more effective employee performance management
SESSION 19: Strategic Business Performance Reporting
→ What’s wrong with current reporting
→ Aligning your reporting to strategy
→ Introducing key focusing questions
→ Case study; The KiwiRail report
→ The IIAA meeting approach
→ Understanding the Big Hairy Audacious Goal (‘BHAG’)
In this session, delegates will be given an insight into how to develop more effective business performance reporting and how to ensure that monthly reviews of business progress are aligned to the strategic plan.
→ Aligning your reporting to strategy
→ Introducing key focusing questions
→ Case study; The KiwiRail report
→ The IIAA meeting approach
→ Understanding the Big Hairy Audacious Goal (‘BHAG’)
In this session, delegates will be given an insight into how to develop more effective business performance reporting and how to ensure that monthly reviews of business progress are aligned to the strategic plan.
SESSION 20: Strategic Leadership Traits
→ Managing change
→ Questions in the mirror
In the final session, delegates will be challenged to review their own leadership style and create a personal performance improvement agenda. They will be introduced to key change management principles so that they can better manage strategic change within their organization.
→ Questions in the mirror
In the final session, delegates will be challenged to review their own leadership style and create a personal performance improvement agenda. They will be introduced to key change management principles so that they can better manage strategic change within their organization.
Who Should Attend?
This highly practical and interactive course has been specifically designed for
This 5-day course is valuable for all senior executives, business unit managers, strategy planners, heads of support functions..
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FAQ
What language will the course be taught in and what level of English do I need to take part in an LEORON training program?
Most of our public courses are delivered in English language. You need to be proficient in English to be able to fully participate in the workshop and network with other delegates. For in-house courses we have the capability to train in Arabic, Dutch, German and Portuguese.
Are LEORON Public courses certified by an official body/organization?
LEORON Institute partners with 20+ international bodies and associations.We also award continuing professional development credits (CPE/PDUs) for:1. NASBA (National Association of State Boards of Accountancy) 2. Project Management Institute PDUs 3. CISI credits 4. GARP credits 5. HRCI recertification credits 6. SHRM recertification credits
What is the deadline for registering to a public course?
The deadline to register for a public course is 14 days before the course starts. Kindly note that occasionally we do accept late registrations as well, but this needs to be confirmed with the project manager of the training program or with our registration desk that can be reached at +1071 4 1075 5711 or [email protected].
What does the course fee cover?
The course fee covers a premium training experience in a 5-star hotel, learning materials, lunches & refreshments, and for some courses, the certification fee and membership with the accrediting bodies.
Does LEORON give discounts?
Yes, we can provide discounts for group bookings. If you would like to discuss a discount on a corporate level, we will be happy to talk to you.
Reviews
- Review:IAMM Internal Audit Maturity ModelIn recognition of their dedication and contribution supporting IKEA Saudi Arabia in arranging training programs during 2017 & 2018, looking forward for more development and exciting effort this year. On behalf of IKEA Saudi Arabia, THANK YOU!Dalal KutbiCountry Learning & Development Manager at IKEA Saudi Arabia
- Review:Certified Professional in Quality and Patient SafetyDating back to 2014, Mobily’s “LEORON” experience has grown from a single collaboration to a long-term partnership. We consider ‘’LEORON” Institute as a strategic partner, whose contribution has been nothing but premium in equipping our staff with field-based knowledge and information. Past three years have resulted with an expanded collaboration with superior customer service and support. Best Regards,Turki S. AlsahaanDir L&D, Talent Management at Mobily, Etihad Etisalat Company
- Review:Certified Professional in Quality and Patient SafetySince the partnership was signed between BAE Systems Saudi Development & Training and LEORON in 2017, we have been working together to offer the Saudi market a complete portfolio of training solutions benefiting from the wide and extensive experience of both parties. Recognizing the great success of this partnership, we are looking for further collaborations in the future that will position both companies as one of the leading training providers in Saudi Arabia. We thank the LEORON team for their full cooperation and continuing support, and look forward to further success together in the years to come.Emad AlrajihVP, Business Winning at BAE Systems Saudi Development & Training
- Review:Certified Professional in Quality and Patient SafetyWe have been working with LEORON for the past two years and will be working with them again this upcoming year. The programs they delivered were fruitful and exciting and our organization has received positive feedback from the participants. What our organization aims to do is to provide at no cost training for all the private sector employees so that they may benefit from our offered programs in Innovation and Professional development. LEORON has helped us achieve this goal. We look forward to continuing this service and wish them the best of luck. Regards,Nasser M. Al-SubaieSr. Program Officer, Enterprise Learning & Human Development at Kuwait Foundation for the Advancemen
