AMA2242: Moving From an Operational Manager to a Strategic Leader Training in Netherlands

• Inspire and direct your team to greater readiness and competitiveness
• Use strategic thinking to add value to your organization by understanding the needs and expectations of your customers
• Anticipate and innovate strategies to link strategic vision to core capabilities
• Recognize opportunities to influence and create strategic alliances
• Use strategic thinking to identify key strengths and weaknesses in your work group
• Encourage and support risk taking and innovation at all levels
• Develop persuasive skills to sell your strategic ideas

1. Introduction

• Operational Management and Strategic Thinking
• Classic Strategic Model
• Developing a SWOT Analysis
• Creating a Target for Future Success
• Developing a Mission Statement
• Encouraging Innovation in Your Team
• Creating a Strategic Approach to Your Particular Work Situation

2. Developing and Balancing Your Operational and Strategic Management Skills

• Establishing a Working Definition of Operational Management
• Exploring the Key Attributes of Today's Strategic Thinkers
• Finding the Balance Between these Core Competencies
• Using Operational Management and Strategic Thinking in Your Own Work Setting

3. Creating a Strategic Frame of Reference

• Key Components of a Strategic Frame of Reference
• Key Outputs at Each Level
• Developing a Strategic Thinker's Approach for Your Own Work Environment

4. Your Team, Your Customers, and Your Competitors

• Clarifying the Purpose of Your Work Group in the Context of Your Organization
• Drafting a Mission Statement Defining the Operational Reality
• Creating a SWOT Analysis to Help You Understand Your Team, Your Customers, and Your Competitors

5. Developing a Strategic Vision: Moving from What Is to What If

• Assessing Customer Needs, Wants, and Expectations
• Determining Optimal Approaches for Developing Customer Data and Input
• Using an Importance/Performance Matrix to Set Priorities for Your Work Group
• Power of Vision
• Creating a Link Between the Organizational Vision and Your Mission

6. Making Your Vision a Reality: Influencing Key Stakeholders

• Developing Persuasive Skills to Sell Your Strategic Ideas
• Exploring a Range of Options for Influencing Others
• Assessing Your Ability to Encourage Innovation
• Conducting Five Key Conversations to Encourage Innovation in Your Group

7. Your Personal Plan: Developing and Selling Your Vision of the Future

• Completing a Strategic Frame of Reference for Your Department, Work Unit, or Team
• Preparing to Communicate Strategically
• Identifying and Practicing the Key Conversations You Intend to Have Upon Your Return to Work

8. Developing a Personal Plan of Action