Course Content

INDUCTION & DEVELOPING THE REFLECTIVE LEADER

• ILM induction, CPD, reflection & tools to enhance learning.
• The Strategic Leader – sources of information & support
• Identifying Professional Networks & External sources of information
• Creating a personal development plan & journal

RESEARCH AND STUDY SKILLS

• Qualitative & Quantitative data versus information
• Referencing skills, Evidence based research – its purpose.
• Conducting and planning an enquiry, Stakeholder analysis
• Defining the research topic, scope, objectives & success criteria.
• Stakeholder considerations and analysis.

One to one coaching session/tutorial

• Further refining of the research project scope / success criteria

DEVELOPING THE STRATEGIC LEADER

• The strategic leadership context & leadership/management models
• Strategic versus operational – the difference.
• Organisational culture and the wider strategic influences & structures
• Motivation in the context of 21^st century working
• Assertiveness, confidence & impact. The importance of personal brand and influence  & establishing networks/relationships
• Understanding vision, and shared values.

STRATEGIC DECISION MAKING & RESOURCE REQUIREMENTS

• Strategic thinking, models and tools to help
• Analysing the external environment and context of the organisation
• Customer Groups and Routes to market
• Decision making frameworks,Scoring matrices/ evaluation techniques
• Negotiations and identifying resources required
• KPIs Point of no return, Risk & use of risk registers

·       Understanding Key financial statements & sources of funding

·       Making a business case.  Financial & resources- cost benefit etc.

IMPROVING SERVICE/ PRODUCT DELIVERY PERFORMANCE

• Company performance and reputation, quality marks, standards, charters etc & seeing it through the customer’s eyes
• Net promoter score & resource optimisation.
• Quality versus quantity and the effect of profit, Lean, JIT, Agile etc
• Understanding the supply chain and issues of “fit”
• Collaboration models, structures and partnerships for the 21^st century
• Managing relationships, influence and managing third party contracts

STRATEGIC HUMAN RESOURCES & MANAGING STRATEGIC CHANGE

• The learning organisation. Identifying capability & human resources.
• Succession planning – identifying future resource needs
• Strategic HR practice & governance.
• Modern day development tools & appraisal processes
• Models and theories of strategic change. Transformational versus incremental Collaborations/partnerships
• Making a compelling case for change ^ adjusting your message.
• Stakeholder engagement and creating impact and urgency
• Modes and methods of communications
• Human capital & the effects of changing expectations from the workforce.
• Strategy, Policy, Procedures, systems, processes &compliance
• Communicating expectations through the organisation
• Creating a project plan and how to effectively monitor & review at a strategic level (RAG rating etc).

SHOWCASE & PRESENTATION

• Delegates to present their Project Enquiry and Findings to the group (and other stakeholders from the sponsoring organisation

One to one executive coaching session

• Course Review, Professional Discussion (assessed) + CPD Focus including creation of a personal action plan.

Assessment:

1 x enquiry based research project of a suitable size and scope to demonstrate knowledge and application of strategic management & leadership concepts.  This should be suitably complex with a robust methodology and time frame and to make recommendations at a strategic level within the organisation and should be backed up by extensive research and evidence in order to add value to the organisation

A portfolio of evidence & reflective review of a) own senior management performance, to include a comprehensive analysis and plan for Continuing Professional Development and b) the extent to which the research project has through action, added value to the organisation.

Please Note : All assessed work will be based on own work situation and organisation and therefore delegates will require access to information from a business at a strategic level (either their own work place or another) in order to be equipped to undertake the programme.