Strategy development procedure. Strategic planning

Programme

The systems approach in management

• Principles and methods of systems modelling
• The activity cycle
• The management cycle
• The logical model of the management system — «Person-Strategy-Organisation»
• The strategic model of the organisation
• Principles of identifying strategic business units (SBUs) as objects of strategic development

Formalising the strategy

• Strategic analysis and methods of formalising the strategy
• Taking stakeholder expectations into account when developing the strategy
• The concept of customer value
• The balanced scorecard as a tool for managing the implementation of the target strategic programme
• The concept of the strategy map

Developing the strategy map

• Setting the enterprise's financial goals. Selecting and justifying indicators reflecting the financial results of the SBU
• Setting market and customer goals. Selecting and justifying indicators reflecting the SBU's market position

Workshop:

• Analysing examples of training companies. Selecting an SBU for building the strategy. Defining the owner's requirements and formalising the vision for the set planning horizon
• Formalising the strategies of the training companies. Choosing product-market and competitive strategies
• Developing goals and indicators for the financial and market perspectives of the BSC map

Developing the strategy map

• Setting goals for the enterprise's key processes. Selecting and justifying indicators characterising the key process factors that lead to achieving strategic goals
• Setting goals characterising the enterprise's strategic intangible assets and potential

Workshop:

• Developing goals and indicators for the process and people perspectives
• Defining the organisational culture profile required to implement the strategy

Checking the strategy map for balance, detailing and «quantifying» it

• Main ways of checking the strategy map for balance
• Setting planned (target) values of key performance indicators
• Breaking down key indicators by levels and areas of responsibility
• Describing the processes for recording actual indicator values

Aligning the organisation's subsystems with the requirements of the strategy — implementing the BSC

• Developing a programme of measures to implement the strategy
• Developing an action plan for implementing the BSC
• Updating process and project management, organisational structures, the financial and budget structure and the financial incentive system
• Regulating and supporting the regular strategic management process using the BSC