Thinking strategically can be described as the way people in an organization think about, view, assess and create the future for themselves, their team, and the organization. More than simply reacting to day-to-day or long-term problems, it is concerned with creating opportunities and choosing options in order to be able to realize the best possible future. It is an ongoing process that becomes part of the organizational culture and part of the local vocabulary; it also ensures that strategic planning activity is more meaningful. Strategic thinking is a foundational skill and the same principles can be equally applied to people’s personal lives and their work responsibilities. The same thinking approach is relevant to all levels of responsibility throughout the organization.

However, thinking strategically is only half of the workplace challenge; the ideal outcome for any organization is for its people to be able to both think strategically while acting tactically. Striking the proper balance is critical to the smooth operation of the organization and the full involvement of all its people. Achieving the balance helps team members collaborate and better align their day-to-day activities with the higher goals and vision of the project, department, or organization as a whole.

This workshop will explore both what it means to think strategically, and how day-to-day operational action can be aligned to the grander strategy at both the individual and team level.

Who should attend? 

• CEOs & Leaders.
• Strategic Planning team leaders.
• All levels of managers, who need to become more strategic in their thinking.
• Managers of institutions and companies.
• Supervisors and department managers.
• Anyone who wants to develop their ability to proactively create and achieve a vision for the future.

How attendees will benefit? 

After completion of the course, delegates will be able to: 

• Understand the methodologies for translating strategy into key organizational objectives.
• Effectively deploy strategy, and remove the barriers to its implementation.
• Understand the mental tools to start the strategic environment.
• Become more strategic in day-to-day activity and so be able to better align with corporate goals.
• Create a strategic pathways for the future.
• Develop the supervisory skills.
• Acquire experience in the field of teamwork and team building.
• Develop thinking skills in the strategic planning process of the distinguished manager.
• Acquire the leader's skills in reducing the administrative risks of the principals.
• Leverage new skills to support strategic thinking every day.
• Apply a process to envision organization’s desired future.
• Recognize the influences within and outside organization that could support or derail future goals.
• Identify the changes necessary to reach future goals.
• Create a Plan for building skills and testing ideas.
• Generate new ideas and evaluate future scenarios before your competitors do.
• Create better short-term goals that support long-term strategy.

Day (1): Overview of Strategic Thinking

• The importance of strategic thinking.

• Strategic thinking vs. strategic planning & management.
• Context of strategic thinking.

• Identify the characteristics of strategic thinkers.

Day (2): Key Concepts of Strategic Thinking

• Think outside-in.

• Strategic thinking on a daily basis.
• Strategic thinking and planning.
• Strategic thinking in an uncertain and volatile world.
• The roller-coaster of change.

• Action planning.

Day (3): Strategic Thinking Process and Skills

• Explain a model for strategic thinking in day-to-day activities and work applications.

• Skills and tools that can be used to support strategic thinking.
• What are the attributes of a strategic thinker?

• Are you a strategic thinker?

Day (4): Assess the Current Organizational Culture

• Identify the influences and relationships at different levels of an organization that can impact a strategy.
• Recognize and identify patterns of interaction and development that are likely to influence the effectiveness of a strategy.
• Incorporate multiple perspectives on a possible strategy, and assess different influences on the potential success.
• How does this help or hinder your intention to think more strategically?
• What should the ideal culture for team strategic thinking be like and what do you need to do to get there?

Day (5): Envision a Desired Future State

• Envision a desired future state.
• Recognize and use thinking skills that support imagining new ways of relating to the market and customers.

• Taking a look at the box from the outside.
• What things can we do to help us think more strategically while acting tactically?

Day (6): Strategic/Operational Framework

• Exploring the key elements of a framework that you can use to ensure you become aware of all of the elements of your organizational strategy.
• How operations are connected to strategy; how individuals are part of the operations.
• Identify and sequence the multiple steps to move from the current state of the Issue/Opportunity to the desire future state.
• Anticipate the Reactions/Responses of others in the larger systems impacting your situation.
• Identify and conduct experiments and tests that point your way forward.

Day (7): Implement Your Strategic Knowledge and Skills

• Balancing expectations with permission to think and act strategically.
• Organizational knowledge and action learning as useful techniques for getting involved.
• Visual thinking tools to help you ask the right questions.
• Assess what you gained from applying strategic thinking tools to your project.
• Anticipate pitfalls you may encounter as a strategic thinker.
• Create an action plan for development of strategic thinking skills.

Day (8): Review

• Opportunity to explore additional issues, ideas or techniques.
• What will you do next?