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PRODUCTIVITY THROUGH EDUCATION®
 
 

Applying Strategic Thinking to Operational Management

 
Course: 3310   Duration: 3 Days
 
 

You Will Learn How To

  • Leverage strategic thinking at the operational level to add organizational value
  • Maximize operational core competencies to implement organizational strategy
  • Bridge the gap between organizational and operational goals
  • Foster an innovative culture to overcome strategic challenges
  • Develop an effective change process that satisfies stakeholder needs
  • Secure the commitment of key stakeholders

Course Benefits

Successful operational managers use strategic thinking to move beyond reacting to day-to-day events, ensuring that their decisions are aligned with organizational values, vision and goals. In this course, you gain the practical skills to effectively integrate strategic thinking with daily operations. You learn to apply strategic thinking, innovate to create opportunities, plan for change and meet stakeholder needs.

Who Should Attend

Frontline managers wishing to apply strategic thinking to their operational management skills. Management experience at the level of Course 290, "Management Skills," or Course 906, "Management Skills for an IT Environment," is assumed.

RealityPlus™

An interactive and evolving case study immerses you in a challenging environment where you explore the concepts and methods behind implementing strategy at the operational level. Activities include:
  • Enhancing strategic thinking traits
  • Prioritizing stakeholder relationships
  • Building a core competencies matrix at the operational level
  • Activating strategic processes to realize strategic intent
  • Assessing the impact of change
  • Optimizing operational factors through scenario planning
  • Implementing an innovation framework
  • Proactively addressing strategic changes
  • Presenting your case to gain commitment from stakeholders for enacting operational strategy

Related Courses

 
RealityPlusTM is a trademark of Learning Tree International, Inc. 		 

Training Dates

Live online classroom training.Participate in person or in live, online events (highlighted) via Learning Tree AnyWareTM.
Mar 21 - 23New York 
Apr 3 - 5Toronto 
Apr 11 - 13Rockville, MD
Jun 6 - 8Reston, VA
Jun 13 - 15Ottawa 
Jul 18 - 20New York 
Aug 8 - 10Rockville, MD
Sep 5 - 7New York 
Sep 26 - 28Toronto 
Oct 3 - 5Reston, VA
Oct 10 - 12Ottawa 
Nov 14 - 16New York 
Dec 12 - 14Rockville, MD

For AnyWare enrollments, please register at least 10 days prior to the start of the course.


For complete schedule, please visit www.learningtree.com
 
http://www.learningtree.com/courses/3310pf.htm
 
 
1-888-THE-TREE (1-888-843-8733)
PRODUCTIVITY THROUGH EDUCATION®
 
 

Applying Strategic Thinking to Operational Management

 
Course: 3310   Duration: 3 Days
 
 
Course 3310 Content
 

Introduction

  • Strategy: everyone's concern
  • Identifying the strategic challenges facing operational managers
  • What strategy means to operational managers

Defining Strategic Thinking

The key aspects of strategic thinking

  • Distinguishing between strategic thinking and strategic planning
  • Identifying the impact of strategy on operational activity
  • Aligning the organization's vision with reality
  • Creating sustainable competitive advantage

Creating value for stakeholders

  • Recognizing the importance of stakeholders in the strategy process
  • Satisfying the needs of the stakeholders

Applying strategic-thinking tools

  • Positioning yourself within the four cycles of operational effectiveness
  • Decoding your environment with PESTLE
  • Analyzing the organizational ecosystem with Porter's Five Forces

Leveraging Operational Strengths

Evaluating operational capabilities

  • Differentiating between organizational and operational competencies
  • Taking inventory of the key strengths within your operation
  • Rating competencies against strategic goals

Maximizing your unique operational strengths to deliver stakeholder value

  • Optimizing internal processes
  • Shaping opportunities by scanning the external environment

Executing Strategy at the Operational Level

Getting real about the vision

  • Qualifying the gaps between operational and organizational vision
  • Establishing the foundation for realizing goals

Bridging the strategic gap

  • Questioning assumptions to uncover new solutions and drive new discoveries
  • Managing operational strategic assets
  • Rigorous planning through scenario assessment
  • Quantifying the impact of proposed solutions

Creating an Innovative Culture

Employing an innovation framework

  • The importance of innovation in strategic thinking
  • Promoting nonlinear thinking
  • Generating solutions through value engineering
  • Optimizing solutions by challenging the status quo

Adapting your culture to satisfy strategic demands

  • Meeting the five preconditions for an innovative culture
  • Facilitating team innovation

Innovating to create competitive success

  • Qualifying innovation traits
  • Benchmarking objectives against actual performance

Quantifying the financial metrics

  • Verifying decisions through financial analysis
  • Incorporating a stakeholder perspective

Planning for Operational Change

Weaving change into the fabric of the culture

  • Being proactive in a reactive environment
  • Implementing operational change through people, processes and culture
  • Motivating the team to adopt the change

Constructing a change process

  • Configuring your resources to encompass change
  • Measuring results through balanced scorecards
  • Reviewing and communicating progress

Securing Stakeholder Commitment and Resources

Communicating for buy-in

  • Applying influencing techniques to overcome resistance
  • Negotiating for resources using win-win approaches

Maximizing your impact

  • Presenting your intentions to key decision makers
  • Earning support with entrepreneurial techniques
  • Articulating an elevator pitch that secures commitment
 
http://www.learningtree.com/courses/3310pf.htm
 
 
1-888-THE-TREE (1-888-843-8733)
PRODUCTIVITY THROUGH EDUCATION®
 
 

Applying Strategic Thinking to Operational Management Tuition

 
Course: 3310   Duration: 3 Days
 
 
Course Tuition
$ 2,490Standard Tuition
Tuition with a Savings Plan
$ 1,700Premium-Pass
$ 1,833Training Passport
$ 2,213Government Discount
$ 2,240Alumni Gold Discount
$ 2,250Voucher 10-Pack
$ 2,267Triple-Pack

Your Course Tuition Entitles You To...

  • Class participation
  • Team workshops
  • Use of in-class hands-on equipment
  • Comprehensive course materials
  • Morning and afternoon refreshments
  • Course Completion Certificate awarding Continuing Education Units
  • FREE participation in Professional Certification
  • FREE participation in College Credit programs (including related exams)
  
 

Tuition Savings Plans

Training Passport
  • 3 courses in 12 months
  • As little as $1,833 per course
  • Savings as much as 40%
  • Only $5,500
Premium Pass
  • 4 courses in 24 months
  • As little as $1,700 per course
  • Save as much as 45%
Training Vouchers
  • Save as much as $1,040 per course
  • Fully transferable
  • As low as $2,250 per course
Triple-Pack
  • 3 courses for anyone in your organization
  • As little as $2,266 per course
  • Only $6,799
Alumni Gold Discount Attend your first course and you'll receive a personalized Alumni Gold Discount card, entitling you to save as much as $320 on each course you take within the following 12 months. Take just one course each year and you'll be entitled to ongoing discounts...year after year!

Your Guarantee of Satisfaction

Unless you feel 100% satisfied that Learning Tree delivered even more than you expected, there is no fee for your course attendance. Our Guarantee of Quality lets you experience the value of the course—and then pay only if you feel the course was well worth the tuition.

Enrolling is Easy and Flexible!

Enroll by phone or online. If your plans change, just let us know and, without a fee, you can transfer to another course or cancel your enrollment. Pay after you've taken the course, and then only if you are 100% satisfied.

 
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