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1 - MLC - Management and Leadership

MLC 131 - Strategic Thinking & Business Planning

Code Start Date Duration Venue
MLC 131 09 October 2023 5 Days Cairo Registration Form Link
MLC 131 13 November 2023 5 Days Paris Registration Form Link
MLC 131 18 December 2023 5 Days Istanbul Registration Form Link
Please contact us for fees


Course Description

Too often company executives and professionals spend most of their time fixing day-to-day problems. They react to problems, rather than focusing on what they would like the company to be and then on making it happen. This program focuses on changing the way we think from reacting (responding to day-to-day problems, fixing and repairing) to developing plans for what we want to have happen and then implementing the plans.

Course Objectives

  • Learning how to develop a plan to achieve the goals 
  • Developing strategic thinking in an organization/business unit/team
  • Determiningthe personal and organizational desired position
  • Developing a strategic plan 
  • Identifying the principles and mechanisms that drive successful implementation
  • Developing measurable action plans that result in success

Who Should Attend?

  • Executives
  • Managers
  • Supervisors
  • Anyone in a leading role or management role

Course Details/Schedule

Day 1

  • Strategic thinking and making things happen
  • The essence of strategy – core concept and definition of terms
  • What an effective strategic plan looks like 
  • How we think - How our brain is working?
  • Analytical and creative thinking
  • Leadership and management, comparing the strategic and operational levels
  • Strategic and operational goals – the significance and difference
  • Visionary - the role of the Chief Executive Officer
  • Chief implementer - the role of the Chief Operating Officer

Day 2

  • Building a strategy/business planning team
  • Strategic planning – The detail of powerful business analysis
  • Concept of the “business model”: the integrated supply-demand chain
  • Vision and mission – case examples, class discussion and guidelines
  • Analysis of the business environment
  • Cost-based strategies versus differentiation-based strategies

Day 3

  • Strategic choice and linkage to marketing and sales planning
  • How to evaluate market structures, trends and prospects
  • SWOT analysis and the strategy matrix
  • Strategic choice – how to make strategy selection decisions
  • Linkage to marketing plans and sales plans
  • Marketing plan – identifying and capturing value rather than just volume
  • Sales plan – how to choose and fulfill market opportunities

Day 4

  • Linkage of strategy to financial and operational planning
  • Strategic versus operational aspects of finance – the strategic role of the CFO
  • Globalisation of the financial markets
  • Minimising risk and uncertainty
  • Cost analysis, time compression and shortening life-cycles
  • Capital-labour substitution, cost structures and significance of break-even
  • Alignment of operational efficiency with financial efficiency

Day 5

  • The relevance and contribution of strategy maps and balanced scorecards
  • Key Performance Indicators and performance measurement at the strategic level
  • The significance of “Dynamic Alignment” in supply chain structures
  • Managing implementation – effective execution of strategy
  • The business model and the future of strategic management