• Define the strategic planning and control process and its main components.
• Apply strategic thinking.
• Develop organizational and departmental strategies.
• Use the strategy of the organization to determine Key Performance Indicators (KPIs).
• Utilize KPIs to draft an organizational balanced scorecard.
• Convert a strategic plan to an operating plan.

Introduction and Overview

• Definitions and Origins of Strategic Management
  
• Strategic Thinking versus Strategic Planning
• History of Strategic Management Systems
• Successes and Failures
• The Strategic Planning and Control Process

Analysis of the Environment

• The SWOT Analysis
  
• Information and Research
• Use of PEDSTL in Environmental Analysis
• Case Analysis ? SWOT Session

Vision and Mission Statements

• Why Vision and Mission Statements
  
• What is a Vision? What is a Mission?
• Benefits of Statements
• How Vision and Mission Statements are Formulated
• A Checklist for a Complete Mission Statement
• Strategic Goals and Critical Success Factors
• Analysis and Critique of Samples of Vision and Mission Statements

SMART Objectives and Creative Strategies

• Goals, Objectives and Targets
  
• Financial versus Non-Financial Objectives
• The Use of Key Result Areas
• Adopting Effective Strategies
• Value Innovation and Blue Ocean Strategies
• Departmental Strategies
• 9 Ways to Kill a Strategy Developing Operating Plans
• From Vision to Action Plan
• The How-How Technique to Develop Plans
• Criteria of Effective Action Plans
• Linking Goals, Strategies, Action Plans and Budgets
• Departmental Plans

Developing Control Systems and Performance Measures

• Approaches to Control
  
• Using Key Result Areas (KRAs)to Create Key Performance Indicators (KPIs)
• KRAs and KPIs Examples
• Setting Targets
• The Balanced Scorecard
• Overcoming Barriers to the Implementation of the Strategy

All managers and staff who are involved in influencing, formulating or supporting the long term planning and strategy of their department and/or organization, as well as those who are responsible for linking, measuring and improving the performance of others.

This program is worth 25 NASBA CPEs.