Strategic Development: Thinking, Planning, Management and Leadership
This 5-day course will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a banking environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.
The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviors that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution.
After attending this course, delegates will be able to:
Describe the main problems that are faced by a large bank;
Explain the various approaches to organisational development planning;
Analyse the current business environment and influences affecting the organisation;
Analyse resources within and external to the organisation;
Explain the various approaches to managing strategy and it place in the business plan;
Evaluate the alternative development strategies so as to recommend the one(s) most suited to the needs of the firm.
Apply a deeper understanding of strategic development plans;
Discuss objectively the risks, benefits and costs that accompany the implementation of the new strategy including managing conflict in a team;
Define approaches to managing the identified risks;
Analyse the potential impacts on his or her firm (both positive and negative) that will result from implementing the new strategy;
Design policies, systems and processes to successfully implement the emergent strategic plans;
Cover the key steps in change management
Who Should Attend
Newly appointed as well as established Managers and Team Leaders
Heads of Operations
Senior Bank Managers
Human Resource Managers
The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience. There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments. Open forum discussions will also be a key element.
Session 1: Strategic Thinking
The meaning of ‘Strategic’
Three Core areas of Corporate Strategy
Process, Content Context
Process linking the three core areas
Session 2: The Challenges of Leadership
Management & leadership
Expectations of leaders and their staff
Identifying leadership traits
What makes a good leader
Inspiration, impact and charisma in leadership versus the “loner”
Session 3: Establishing a Vision
‘Mission’ Vs ‘Vision’
Why strategic plans fail and how to avoid failure
Agreeing a Robust Vision
The Need for Clarity and Measurability
Getting Buy-in to the Vision
Session 4: Becoming Strategic
‘Strategic planning & thinking
Developing techniques to think strategically
Identifying critical skills needed to succeed
Major Case Study Workshop : Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision.
Session 5: Analysing the Current Business Environment and Influences
The General Environment
What are the Key Influences Impacting
Business Product/Service Cycles
Session 6: Analysis of Resources
Analysing the Organisation
The holistic approach
Cross Organisational Assessment
Financial, Human Resources, Operations, Systems, Style
Session 7: Motivation & Change Management
Money as a motivator
Resistance to change
The DREC curve
Approaches to change management
Session 8: Establishing the Strategy
Turning ‘Vision into Reality’
Creation of Strategic Movement
Developing Strategic Options
Identifying the Stakeholders
Cross Organisational Buy-in
Potential conflict areas
Session 9: Projects and Measures of Success
New Projects Vs Business as Usual
The need for KPM’s
Using the Scorecard Approach
Key business drivers and traceability
Hard & Soft Measures
Establishing a metrics framework
Session 10: The Implementation Process
Resource allocation, strategic planning and control
Building the team
Projects Vs ‘Business as Usual’
Session 11: Managing the Strategic Change including Conflict Management
The need for conflict – is it healthy
Conflict as a problem
The causes of conflict
Managing, mitigating and/or avoiding conflict
The impact of the change and managing the effects
Selling the benefits of change to the organisation
Minimising the downside
Keeping the plan on track
Session 12: Assessing Your Team
Discussion groups & Forums
Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss.
Session 13: Dealing With people
Bank cultural style
Bank and management policy style
Your personal style
One to one encounters
Dealing with your own bosses
Selling issues and challenges to your team
Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this?
Session 14: Communication Skills
Oral, written, electronic
Encouraging two way communication
Encouraging esprit de corps
Using “Top down” directives
Dealing with resistance
Case Study/Exercise: Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how?
Session 15: Management styles
Your preferred style
Your institutions style, your boss’s Style
What works best for your department
What works best for the team
Case Study/Exercise: Do you think the collegiate style of management favoured by most management gurus is the best?
Session 16: The Role of a Manager
The move from Team member to Supervisor
The role in ensuring my Team achieves Team goals
Ensuring the Team continuously improves
Managing the whole role – time management & effective goal setting
Leadership ‘Presence’ – looking like the Leader
The Influence of Supervisor Behaviour – on the Team, on each Team Member
The focus of the effective Supervisor
Case Study: You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this?
Session 17: Managing Problems
Dealing informally, semi formally and formally
Methods of problem solving
Enlisting help and guidance
Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief?
Session 18: Motivation
Basic motivating factors
Creating the right environment
Case Study/Exercise: How would you persuade your team to work on a weekend without extra reward?
Session 19: Delegation
The art of delegation
When to delegate
What is trade finance
Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this?
Session 20: Conflict & Resolution
Dealing with challenges to your authority
Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority?
Session 21: Staff appraisals
Encouragement and guidance
Dealing with weaknesses
Case Study: You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.
Strategisches Planen in der Praxis
This training course has been created for investors, business owners, directors, managers, executives and analysts who need to develop strategic planning skills. It is not designed for academic purposes, but to start realizing your dreams today.
This course focuses on strategic planning for businesses in which flexibility and constant learning is the most important thing. The main emphasis is corporate and investment strategy using current real-world examples. Each course member will have the opportunity to create a strategic plan and learn how to implement it in practice.
Strategic Planning Overview
Strategic planning - why, when and what for?
When is strategic planning not desirable?
Strategic Planning Levels
SBU/Business and Division Strategy
Creating the Strategic Plan
Values and behaviours
Goals, tasks and responsibilities
Creating tasks using the SMART framework
Business Motivation Model
Quick overview of the standard
Software supporting Strategic Planning process
Strategic planning as an On-going Process
Who should be responsible for strategic improvements?
Strategic planning as an On-going Process
Who should be responsible for strategic improvements?
Using Business Motivation Model software to keep your strategy up to date
How to relate your processes to your business plan
Importance of Business Process Management (BPM)
Balanced Scorecard and performance measurement