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The Oxford Advanced Management & Leadership



This training course in Oxford Advanced Management & Leadership Programme enables experienced managers to extend their strategy and leadership competencies by exploring the latest proven approaches in both fields, to find out how they apply to their role and organization.  A well-formed strategy provides a laser-like focus on the most significant issue that the organization faces.  Great leadership provides the vision required to drive the change needed to deliver the strategy and supports people by providing what they need to perform at a higher level. 

The strategy has to be shaped for each level of the organization (corporate, business unit, function) and they are all linked and must be aligned. The best leaders are able to shape their leadership approach to the situation and the audience.  One of the most important factors is the degree and speed of change in the business environment. This training course equips experienced managers with ideas, methods, and tools that enable them to thrive in any situation.

  • Frameworks for Strategic Analysis
  • Fusion of Analysis into Strategic choices
  • Alignment of Strategy, Culture, Structure, and People
  • Balancing Influence, Authority, and Power
  • Communicating a Compelling Vision

Course Objective:

At the end of the course participants will be able to:

  • Define and to demystify the concepts of ‘strategy’ and ‘strategic plans’, but also to demystify the strategic process - as part of ‘Helicopter Thinking’
  • Break the strategy process down step-by-step, providing a practical toolkit for managers for each key stage
  • Illustrate it through some well chosen and highly stimulating case studies - and to distill the lessons from this
  • Apply it to your own area of management responsibility - through planning the analysis, option generation, choice, implementation, and measurement phases of strategy
  • Put this within the overall context of the organization and of the change and influencing process generally
  • Give you a lot more confidence in managing your role strategically within your organization
  • Understand your role as a manager and a leader
  • Establish clear objectives and standards of performance for your team and manage and use conflict and challenge

Target Audience:

  • Board Directors
  • Senior Executives
  • Chair Managers
  • Cheif Executive Managers 

Course Outlines:

Unit 1: Strategic Thinking and External Analysis

  • Definitions of Strategy and Strategic Planning
  • Why are Strategy and Strategic Planning important?
  • Understanding the Main Frameworks for Strategic Analysis
  • Private and Public Sector Strategies – similarities and differences
  • External Analysis - understanding and analysing business attractiveness
  • Analysing Customers and Benchmarking your own Strategic Position
  • How Attractive is the Game that we have chosen to Play?

Unit 2: Internal Analysis and Fusion into Strategic Choice

  • The Interface and Balance of External and Internal Analysis
  • Internal Analysis: Financial
  • Internal Analysis: Non-financial
  • The Concept and Practicalities of the “balanced scorecard”
  • Diagnosing and Analysing Strategic Problems and Opportunities
  • Fusion of Analysis into Strategic choices - SWOT and the strategy matrix
  • How well are we playing the game that we have chosen to play?

Unit 3: Strategic Plans and the Relevance of Alliances and Joint Ventures

  • Review of the Tools Used So Far
  • The Content of a Strategy: Avoiding “Paralysis by Analysis”
  • Putting a Strategic Plan Together – The 5-Page Framework
  • A Real-life Example of a Business Strategy / Strategic Plan
  • Strategies for Alliances and Joint Ventures
  • Management of Alliances and Joint Ventures
  • Examples of Best Practice in Alliances and Joint Ventures

Unit 4: Global Strategy, Team Building and the Management of Internal Communication

  • The Essence of Globalisation and Global Strategy
  • Globalisation – The Strategic Dimension
  • Globalisation – The Organisational Dimension
  • Globalisation – The Human Dimension
  • How to Build and Manage a Strategic Planning Team
  • Communicating Strategy through the Organisation
  • Gaining your team’s commitment and buy-in to the Strategy

Unit 5: Strategic Implementation and Getting the Value out of Strategy

  • Alignment of Strategy, Culture, Structure and People
  • Effective Execution - converting strategic analysis and planning into action
  • Aligning and Linking Strategy with Operational Objectives
  • Implementation – getting practical things done
  • Creating Tomorrow’s Organisation out of Today’s Organisation
  • Strategic Planning at a Personal Level
  • Overview - The Complete Strategy Process
  • Summary and Conclusions - The Corporate and Individual value of Strategic Planning

Unit 6: Teams and their Leaders

  • The Relationship between Teams, Leaders and Managers
  • Key Leadership Tasks and Responsibilities
  • Balancing Influence, Authority and Power
  • Different Leadership Styles and Style Flexibility
  • Self-awareness and Getting Feedback
  • Emotional Intelligence and Rapport

Unit 7: Vision, Direction & Alignment

  • Creating a Shared Vision
  • Aims, Objectives and Goal Alignment
  • Developing Meaningful Objectives and Indicators
  • Divergent Approaches to Problem-solving
  • Communicating a Compelling Vision
  • Taking a Coaching Approach to Problem Solving

Unit 8: Team Dynamics

  • Stages of Team Development
  • The Sociology of the Team
  • Characteristics of High-performing Teams
  • Balancing Different Team Roles and Personality Types
  • Non-traditional Team Structures
  • Delegation and Empowerment

Unit 9: Developing the Team

  • Personality Types and the Mix needed for Success
  • Building a Coherent Team
  • Self-managing Teams and their Challenges
  • Coaching, Mentoring and Self-directed Learning
  • Feedback and Appraisal
  • Leveraging Team Strengths for Peak Performance

Unit 10: Performance & Conflict Management

  • Defining Performance
  • Approaches to Measuring Team and Individual Performance
  • Performance Management: Science or Art?
  • Giving and Receiving Feedback Effectively
  • Conflict as a Catalyst for Team Development
  • Dealing with Challenging Interpersonal Relations

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