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Moving People

Management Strategic Change

Change management is a daunting task for strategic leaders, because of the complexity

associated with change processes.

Moving People

Improving Operations & Managing Performance

Most organisations are faced not only with

increased competitions but also with rising customers’ expectations.

Moving People

Strategic Management

In a rapid changing and volatile world, leaders and aspiring leaders need to develop the

abilities and competences to navigate through the business and industry environments.

Moving People

Risk Management

What would

happen to your business or product if your organisation is hit by a storm or burns down? Do

you ever think about the likelihood and the impact of this event?

Image by Taylor Grote

Key Account Management

The course aims to help senior managers and middle-managers build and sustain relationships

with their suppliers and customers. The course will analyse suppliers’ relationships, and

supply strategy.

Blurred Busines People

Organisational development  &  Approaches for Managing Complex Change

Organisational Development’-(OD) means different things to different people, but we define

it as an umbrella term for a ranging cluster of ideas and practices in the context of change

management.

People Working in Open Office

Resources and capabilities

Resources and

capabilities are important factors in gaining competitive advantage over your competitors.

​

brand.jpg

Brand Development

What is the brand vision? Do you know the brand objectives? How do

you audit your brand? What is the brand essence? How do you evaluate and resource your

organisation’s brand?

Management Strategic Change

​

Change management is a daunting task for strategic leaders, because of the complexity

associated with change processes. In this course we aim to help senior managers to learn new

tools and techniques which will help them achieve their strategic change goals.

Imagine facing with the relentlessness of macro-environment, and the desire to introduce new

processes to transform or improve your operations, and develop new capabilities such as: new

organisational structure, systems, culture and power. Often the starting point is confusion and

panic! This course is designed to help answer these nebulous dilemmas.

 

Objectives

​

Participant should able to;

  •  recognise the main elements of strategic change management,

  • develop an assessment of how, culture change might be possible,

  • design and implement project of bounded and unbounded change, informed by an

       understanding of some core complexities and difficulties of the change management

       in context.

  • select appropriate tools and techniques at each stage of the process.

  1.    conception

  2.    formulation , development and

  3. implementation

  • Learn the politics and powers associated with strategic change management.

 

Delivery mode;

​

Case study, simulation, group discussion, and lecture

Learning outcomes

On completing this course participant should be able to:

  • develop their understanding and knowledge on the complexities of strategic change

       management, and

  • develop and learn the use of tools and techniques to diagnose, plan and implement the

       change objectives.

Duration

The course is a three days delivery.

Member of participants

The course will run with 5 or more participants. This course could be delivered in-house.

Anchor 1

Improving Operations & Managing Performance

 

This course aims to explore and explain the need for performance standards and performance

improvement in private, pubic and NGO sectors. Most organisations are faced not only with

increased competitions but also with rising customers’ expectations. The motto is that

organisation needs to exceed the expectations of their customers both external and internal.

Objectives

Participants should be able to:

  • distinguish between performance measures of the 3Es: Efficiency, Effectiveness and

      Economy,

  • explain the different foundation on which performance standard can be determined in

      their own organisation,

  • assess the appropriateness of various performance measures and performance

      standards, and

  • critically review the need for performance improvement in operations.

 

Delivery Mode

 

Lecture, case study, and group activities

Learning outcome

On completing this course participants should be able to:

  • examine the appropriateness of various performance measures and standard for

      operations, and

  • identify how improvements in operations performance might be achieved in their

      organisation.

 

Duration

 

 The course is a two days delivery

 Number of participants

 The course will run with 5 or more participants. This course could be delivered in-house.

 This course is suitable for middle-managers, first line-managers and supervisors.

Anchor 2

Strategic Management

​

In a rapid changing and volatile world, leaders and aspiring leaders need to develop the

abilities and competences to navigate through the business and industry environments. The

industry environment analysis is important as it helps leaders to understand who are their

competitors, their suppliers and their customers. Strategic is the interface between and

organisation and the industry. Understanding this requires leaders to have a good grasp of the

tools and the techniques use for analysing their business environments, formulate and

develop strategies, and implement these strategies.

Objectives

Participants should be able to:

  • learn to analyse their business and organisational environments using appropriate

      tools and techniques

  • identify factors and characteristics of their industry/sector key success factors

  • use tools and techniques assess the appropriateness of their business or organisation’s

       ability to adapt to these environments.

  • learn implementation strategies

  • recognise the complexity in the formulation and development of strategy in relation to

      the stakeholders involved in their business and organisation.

 

Mode of Delivery

 

Here the leaders are expected to develop a cognisance of their own business and

organisational environments, by using their own work environment hence the case study

should be an organisation with which they are familiar.

But we reserve the right to use our own case study when we see it fit.

Learning Outcomes

After completing this course the leaders or aspiring leaders should be able to:

  • develop a critical understanding and knowledge of their own business and

       organisation environments

  • evaluate critically these environments using appropriate tools and techniques

  • assess the industry environment and derive appropriate strategies

  • develop and formulate strategies pertaining to the competitive advantage of their own

      organisation, and

  • evaluate the feasibility, acceptability and sustainability of their strategies taking into

      account the needs of their stakeholders.

 

Duration

​

This is a three days course, but we are happy to tailor it to participants ‘needs, but the

minimum days is two.

Number of Participants

The course will run with 5 or more participants. This course could be delivered in-house.

Strategic Management

Risk Management

​

This training is designed for senior managers and middle manager who are working in public

sector in or private sector looking to enhance their abilities and skills to improve their

organisation’s risk management strategies and ensure business continuity. What would

happen to your business or product if your organisation is hit by a storm or burns down? Do

you ever think about the likelihood and the impact of this event?

Objectives

Participants should be able to:

  • define the risks associated with their businesses, products or services,

  • map these risks in terms of:

    Strategic / commercial risk/ economic/financial/market/legal and regulatory

    Organisational / management/human factors

    Political environmental technical/operational/infrastructure

  • assess the risks, and

  • formulate and develop strategies to manage these risks.

 

Mode of delivery

 

Participant will be given the opportunity to use case studies, group discussions and

experiential learning to consolidate their practice.

Learning Outcomes

 

After completing this training senior managers and middle managers should be able to:

  •  improve their awareness of the risks associated to their business, products and/ or

       services,

  • gain a comprehensive knowledge and practice in identifying and evaluating risks,

  • critically develop their cognisance to specific risks of their organisations,

  • formulation strategies to overcome these risks, and

  • develop the abilities and competences to implement the formulated strategies.

 

Duration

 

The course is a two days delivery.

Number of Participants

The course will run with 5 or more participants. This course could be delivered in-house.

Risk Management

Key Account Management

 

The course aims to help senior managers and middle-managers build and sustain relationships

with their suppliers and customers. The course will analyse suppliers’ relationships, and

supply strategy. The course will define the dimensions of supply strategy. The aim is to help

the leaders develop their relationship marketing.

Objectives

Participants should be able to:

  • define and explain stakeholder marketing,

  • developed their awareness of internal marketing,

  • critically evaluate the key account management,

  • develop a clear understanding of strategic partnerships and alliance to win resources,

      and

  • recognise the importance of networking marketing.

 

Delivery mode

 

Case study and discussion groups

Learning outcomes

After completing the course participants should be able to:

  • develop their understanding and knowledge on the concepts of KAM, networking,

      marketing, strategic partnership, relationship marketing,

  • analyse suppliers relationship

  • critically manage supplier relationship and supply strategy

  • develop a cognisance of the dimensions of supply strategy

 

Duration

 

The course is a two days delivery.

Number of participants

The course will run with 5 or more participants. This course could be delivered in-house.

This course is suitable for middle-managers and senior managers who are projecting to add

value to their supply strategies and relationship marketing

Key Account

Organisational development  &  Approaches for Managing Complex Change

​

Organisational Development’-(OD) means different things to different people, but we define

it as an umbrella term for a ranging cluster of ideas and practices in the context of change

management. We aim to help leaders understand the tools and techniques they can use in the

context of complex change.

Objectives

 

The participants are expected to:

  • assess whether and when a major OD process intervention is appropriate,

  • understand the broad rationale and methods of organisation development,

  • engage actively in an organisation development programme, and

  • critically make informed choices about whether and how to include values and

      methods associate with organisation development.

 

Delivery mode

 

Group discussions, activities, lecture and case study

Learning outcomes

Participants should be able to:

  • explain in their own word the five features of organisation development,

  • recognise and discuss the values inherent in an OD process,

  • decide the methods adopted, and

  • explain to others what is meant by context inner and outer

 

Duration

 

The course is delivered over three days.

Number of participants

The course will run with 5 or more participants. This course could be delivered in-house

Org Dev
Resources

Resources and capabilities

 

This course aim to engage senior leaders and aspiring leaders to consider the techniques and

tools use to analyse the resources and capabilities of their organisation. Resources and

capabilities are important factors in gaining competitive advantage over your competitors.

Because organisational resources are limited, how do leaders win and stretch their resources

to achieve the aims and strategic goals of the organisation? How might leaders use their

capabilities to strengthen their market position for the development of new products and

services?

Objectives

Participants should be able to:

  • identify their resources and capabilities using appropriate techniques and tools,

  • recognise the difference between resources and capabilities,

  • critically analyse the resources and capabilities in formulation and developing

       strategy,

  • use their acquired knowledge to re-think the effective use of their resources and

       capabilities, and

  • learn the strategies to acquire new resources and capabilities in furthering their new

      strategies

 

Delivery Mode

 

Discussion groups, individual tasks, and case study will be used.

 

Learning Outcome

After completing this course leaders should be able to:

  • gain knowledge and understanding of the concepts of ‘resources’ and ‘capabilities’,

  • analyse their organisational resources and capabilities,

  • evaluate the need of further acquiring or developing new resources and capabilities,

  • learn the strategies to acquire new resources and capabilities, and

  • prioritise key resources and capabilities needed for existing and new strategies.

 

Duration

The course is a two days delivery

Number of Participants

The course will run with 5 or more participants. This course could be delivered in-house

Building the Brand

 

This course aims to explore, analyse and develop senior leaders’ understanding on the nature

of their organisation brands, and present the process of developing brands. The Questions

this course asks are: What is the brand vision? Do you know the brand objectives? How do

you audit your brand? What is the brand essence? How do you evaluate and resource your

organisation’s brand?

 

Objectives:

 

Senior managers completing this course should be able to:

  • understand the rich nature of brands,

  • explain the importance of an integrated approach to brand management,

  • develop their understanding of the process for building and sustaining their

      organisations brand,

  • describe the three components of brand vision, and

  • explain the importance of brand objectives

 

Delivery mode

 

Group tasks, discussions, simulation, and case studies.

Learning outcomes

On completing this course participants should be able to:

  • appreciate the nature of brands, and

  • understand the strategic process of building and strengthening brands

 

Duration

 

The course is a three days delivery.

Number of participants

The course will run with 5 or more participants. This course could be delivered in-house.

This course is suitable for public, private and NGO (not-for-profit) organisations and leaders

who want to add value to their organisation products or services brands.

Brand Development
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