This seminar with immense practical relevance is designed for managers who are involved in strategic planning and implementation.
The challenge of management is dealing with complexity and dynamic change. Change processes aimed at the long-term prosperity of the firm have to be initiated, designed and steered at the right time. Here, strategic management plays an essential role. Recognizing trends and major changes early is the key to identifying options for safeguarding and developing current businesses and market positions. Strategic options must be evaluated carefully, and the strategy perceived to be the best must be implemented with all the necessary resources and actions.
Based on a creative orientation to key customer needs and new technologies, new business opportunities and their perspectives should be identified and targeted.
What makes good strategies better than bad ones? Does it make sense to have a strategy in turbulent times, or can a firm do as well without a strategy? Are strategies just workshop topics, or should they be part of an evolving business-development process?
Participants in this seminar learn
Introduction to the basic philosophy of strategic management, history of strategic management, empirical insights, methodologies and practical application of strategic management:
Segmenting a corporation or division strategically in order to get meaningful units for strategic planning.
Enduring success with current business models often masks the need for change. Conserving success the old way, using proven concepts is easy. In this context, anyone who sees and warns of a coming crisis is often viewed as a nuisance. Ignoring early warning signals, however, often cause firms to postpone required changes until the situation finally provokes renewal. By this point, however, financial results may have deteriorated to such a degree that orderly action is impossible. When visionary minds try to convince management of the urgency of untimely change - often in an exaggerated way - the firm can find itself facing disaster.
Neither ignorance nor exaggeration are effective strategic behaviors. We at SGMI recognize that it is necessary to moderate between evolutionary development and radical change. This Strategic Management course, thus, covers the following topics:
The sooner management addresses the various ways to safeguard the future the firm, the more winning options remain for the firm to choose.
Strategies are crafted following an evaluation of the most promising future strategic options. Good strategies are simple, concise and easy to communicate; they can be unfolded and integrated into everyday business life.
Usually, organizational structures are advantageous only for a certain time and business situation. Strategic change often dictates change of organizational structures. Unfortunately, "structure follows strategy" is often misinterpreted as "structure follows trend."
Implementation is not just the final act of the strategic process. The weather gauge for implementation demonstrates that every single step of the implementation process needs to be managed diligently.
Whilst brief comments are difficult to express important viewpoints, I would like to convey my thanks to SGMI and the lecturers for making the seminar not only informative and energizing, but more importantly place strategy in terms of real life examples, stories and experienced viewpoints.
It was a great learning experience of the process how to make, implement and adjust strategies. Great week with excellent speakers. Thanks!
Excellent balance between theory and practical examples from the business. Good timing of the program. The quality of the content is great. Good mix of backgrounds of participants.
The speakers provided a good combination of theoretical knowledge and practical studies.