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This course is CPD Certified with each day equivalent to 6.5 hours of CPD

Strategic Management Essentials

Duration : 3 days 

Strategic Management for Maximum Business Level Effectiveness




Business level heads and upper level managers in the organization that want to improve their strategic management competency so that they can get the very best results from their leadership, teams and colleagues in pursuit of maximum business level effectiveness and the organization’s goals.




Strategic management is an ongoing process to develop and revise future-oriented strategies that allow an organization to achieve its objectives, considering its capabilities, constraints, and the environment in which it operates. Mastery of the strategic management process is vital for effective leader and leadership and driving business growth.


Strategic Management is a very practical and proven approach to strategic management that covers all aspects of the strategic management process with particular emphasis on strategic thinking perspective and the implementation of strategy as our experience tells us that it is in these areas where most strategic management fails. The program takes a holistic view of strategy at the business unit level and introduces the delegate to the knowledge, skills and attitude required to behave effectively and deal confidently with strategy.


The program is well researched, knowledge-based and designed with the individual learner at the centre of the learning process which means that the course is extremely interactive and practical.




By the end of this course delegates will be able to:


✓ Determine strategic management at the business level

✓ Determine your role in strategic management and strategic leadership

✓ Determine the strategic management process and its key components

✓ Determine the key tools and techniques used in the strategic management process to encourage best decision making and implementation success

✓ Develop and practice strategic thinking and other key strategic management skills

✓ Identify a systematic approach for managing strategic change

✓ Produce drive to self-develop in strategic management

✓ Produce positive impact on the overall performance of each delegate and the organization






Strategic Management Overview

  • What is Strategic Management?
  • The Strategy Hierarchy (Levels of Strategy)
  • Board Level – Corporate Strategy
  • Business Level – Competitive Strategy
    • Function Level – Tactical Strategy
  • The Benefits of Effective Strategic Management


From Strategic Intent to Results

  • The Strategic Management Process
  • Your Guide and Rulebook (Vision, Mission and Values)


Strategic Thinking and Strategic Management

  • What is Strategic Thinking?
  • Understanding How Your Organization Creates Value
  • Profit or Purpose Maximisers?
  • Exercise – Value Adding and Value Destroying Strategy


The Great Strategic Manager

  • Characteristics of a Great Strategic Manager
  • Activity: “Self- Assessment”
  • Complete a self-assessment questionnaire. Result establishes the individual’s major strengths and weaknesses in strategic management that will be used later as a basis to set a personal improvement goal.
  • Your Identity (linking your beliefs to behaviour)


Your Role in Strategic Management

  • Strategic Manager versus Leader
  • A Manger’s Key Tasks
    • Planning; Organizing, Staffing, Directing and Controlling
  • Your Role in Strategic Management


Developing Your Strategic Plan

  • The Key Elements of a Good Strategic Plan
  • Your Resource (Time, Money Manpower)


Some Strategic Planning Tools

  • Scheduling For Simple Projects
  • Scheduling For Large Projects
    • Critical Path Analysis and PERT Charts


Strategic Management Control

  • Management Control Cycle
  • Evaluation Strategy
  • Strategic Planning Reviews
  • The Benefits of Evaluation (Reviews)




Strategic Analysis

  • What is Strategic Analysis?
  • The Benefits of Effective Strategic Analysis?


Strategic Direction

  • Setting Strategic Direction- Business Level
  • Importance of Strategic Value (From day 1)
  • Identifying Your Competitive Advantage


Situation Analysis

  • Understanding Your Situation
  • Types of Situation Analysis
    • Internal Analysis

(Vision, Mission and Values; Strengths and Weaknesses (SWOT), Gap Analysis)

  • External Analysis

(Opportunities and Threats (SWOT); PESTLE; Porter’s Five Forces Model)

  • Key Steps Following Analysis


Strategic Analysis Tools and Techniques

  • Idea Generation
    • Creative Thinking, Brainstorming, Mind Mapping
    • Critical versus Creative Thinking
  • Other Tools
    • Stakeholder Acceptability
    • Force Field Analysis (Lewin)
    • The Uncertainty-Importance Grid


Goal Setting

  • Why Set Goals?
  • The Effect of Goal Setting on Individual Performance
  • Setting SMARTER Goals
  • Stretch Goals
  • Measures For Your Goals
  • Limitations


Problem Solving and Decision Marking

  • Problem Solving/Decision Making Cycle
  • Problem Analysis Tools
    • Fishbone Diagram (Ishikawa)
  • What is Decision Making?
  • Decision Making Tools
  • Decision Making Techniques
  • Selection of The Best Strategy Alternatives (Evaluating Options)
    • Strategic Option Grid
  • Stages of Group Decision Making
  • Common But Invisible Decision Making Traps
  • Levels of Decision Making
  • Decision Making Who to Involve


Strategy Formulation

  • What is Strategy Formulation?
  • Business Level Strategy in More Detail
    • Porter’s Generic Strategies; Competitive Tactics (Timing, Market Location)
  • Other Considerations
    • Alignment
    • Resources
    • Identify Core Competencies
    • Risk and Strategies to Mitigate Risk
  • Developing Action Plans
  • Developing Key Performance Indicators


Pre-Implementation Planning

  • Critical Pre-Implementation Steps for Success
  • Strategies to Avoid or Use with Caution




Strategic Implementation

  • What is Implementation?
  • The Benefits of Effective Implementation
  • Reasons Why Strategic Plans Fail
  • Overcoming Resistance


Managing Conflict

  • Developing Trust
  • What is Conflict?
  • Managing Conflict Assertively
  • Benefits of Managing Conflict Well


Implementation and Change

  • Implementation versus Change
  • Managing Strategic Change
    • Kotter’s 8-Step Change Model
  • Implementing Strategic Change
  • Forces for and Against Change
  • Implementing Strategic Change
  • Levels of Acceptance and Influence


Communication and Motivation

  • Communication Strategy
  • Motivation
    • Video- Daniel Pink “Drive- The surprising thing about what motivates us”


Control Management for Success

  • The Control Management Process
    • Establish Standards; Measure; Review and Correct
  • Control Tools at the Business Level
    • Management Control System (MCS)
  • Control Techniques at the Business Level
  • Balanced Scorecard (Designed to Recognize KPIs)
  • Total Quality Management (TQM)
  • Kaizen (Continuous Improvement),
  • Control Tools at the Functional Level
    • Activities
  • Control Techniques at the Function Level
  • Performance Appraisals
    • Mentoring
    • Coaching
  • Set-up for Review
  • Overcoming Problems with Control
  • Build on Change


Key Learning Review

  • Group discussion and professional feedback to consolidate key learning. Delegates will leave the day with a list of development activities to improve their strategic management competency back at work.




Each delegate will be asked to complete a pre-course questionnaire to determine their individual learning objectives. These will be used by the trainer to give on track training that is focused on the individual learner attending.




The individual leaves this program with a Personal Action Plan to encourage immediate transfer of training to the job.




To register for this course please review the grey box above. If no public course is listed or the location and dates shown don’t suit you then please request a proposal for this course either as a public training course or if you have 6 delegates or more as an in-company training course by clicking on Request a Proposal.

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