Business Acumen Training Program

Introduction

Gain the skills necessary to change from letting things happen to make things happen the way we want. These are necessary skills to:

• Develop a new company/division/department
• To grow an existing company/division/department
• To take charge of your own life

Too often company executives or managers focus on fixing day-to-day problems. They react to problems, rather than focusing on what they would like for the company to be and then making it happen. This program focuses on changing the way we think from reacting (responding to day-to-day problems, fixing, and repairing) to developing plans of what we want to have happened and then implementing the plans

Objectives

• Develop a plan to achieve the goals you want for you and your company.
• Change you and your organization from letting things happen to making things happen the way you want.
• Develop Strategic thinking in your organization.
• Determine where you and your company want to be.
• Develop a Strategic plan for
• You personally
• You professionally
• Your organization.
• Develop strategic thinking that will allow you to achieve success in any endeavor.
• Examine the keys to successful implementation
• Develop a measurable action plan that drives success.
• Identify, measure, and track critical success factors

Training Methodology

The approach to the course is to combine formal presentation of the subject matter with class discussion of case studies that illustrate the issues that have just been presented.  Some use of vide-based material is included.  Above all, the seminar leader will refer extensively to examples of strategic analysis and decisions made in companies with which he has been personally involved.  This gives a real-life and up-to-date perspective on the subject.

• A greater strategic perspective at all levels of the organization.
• Development of the next generation of strategic leaders.
• Specialist managers who are able and empowered to think strategically.
• Creating tomorrow’s business out of today’s
• Personal Impact
• Greater confidence in understanding the strategic impact of the current specialist managerial role.
• A vital knowledge base in preparing for greater general responsibility.
• A better appreciation of the holistic nature of major business decisions.
• Competencies Emphasized
• Achieving the right balance of analytical and creative thinking.
• Contributing to more effective multi-specialist teamwork.
• Aligning strategy with resources.
• Change management and business development.

You Will Learn

• How to change from reacting to problems to making things happen the way you want for you and your company.
• To recognize the importance of planning what you want to happen instead of reacting to the daily problems.
• What is really important to you and your organization?
• How to set the Right Goals the Right Way.
• How to simplify—manage 3-5 things instead of managing 50-60.
• How to develop long term/intermediate term/short term plans.
• What is important to you.
• What is important for your organization?

Who Should Attend?

Anyone in a lead role or who is about to be would benefit from this seminar. Anyone who is involved in developing or helping realizes the company vision.

Course Outline

How We Think: Are we simply allowing things to happen, or are we making them happen the way we want?

• What is strategy – core concept and definition of terms
• What is a Strategic Plan
• How we think
• Analytical thinking
• Creative thinking
• What is a Leader?  The difference between leadership and management.
• Strategic and operational goals – the significance and difference
• Performance measurement at the strategic and operational levels
• Continuous Improvement
• Mini-case 1: group discussion
• Two key roles
• Visionary – the role of the Chief Executive Officer
• Chief implementer – the role of the Chief Operating Officer

Strategic Planning

• What is important?
• Concept of the “business model”
• Vision – guidelines and examples
• Personal
• Professional
• Organizational
• Values
• Mission statement – guidelines and examples
• Trends
• The international and national economy
• Our industry sector
• Competitive structure within our industry
• Mini-case 2: group discussion

Marketing/Sales and Strategy Selection

• Evaluation of markets, competitors and customers
• Marketing plans and sales plans
• Market plan – capturing value rather than just volume
• Sales plan – how to fulfil market opportunities
• SWOT analysis; strategy matrix; strategy selection
• Mini-case 3: group discussion
• Bringing It All Together

Review

• Vision
• Mission
• Values
• Critical Goals
• Market Plan
• Sales plan
• Production Plan
• Developing action plans
• The importance of measurements/trends
• Accountability – building a business strategy team and securing buy-in at relevant levels in the organization
• The importance of strategic planning aligned throughout an organization and its supply-demand chains.  The emerging 21st century concept of “dynamic alignment”
• The “death of distance” and the shift of competitiveness from product/service to business model