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Applying Strategic Thinking to Operational Management

Applying Strategic Thinking to Operational Management

Yogyakarta | 07 – 09 April 2014 | IDR 5.800.000 /participant
Yogyakarta | 11 – 13 June 2014 | IDR 5.800.000 /participant
Yogyakarta | 07 – 09 July 2014 | IDR 5.800.000 /participant
Yogyakarta | 24 – 26 September 2014 | IDR 5.800.000 /participant

Jadwal Training 2014 Selanjutnya …


DESCRIPTION

Manajer operasional  yang sukses menggunakan pemikiran strategis atau strategic thinking untuk bergerak dan bereaksi terhadap peristiwa sehari-hari, memastikan bahwa keputusan mereka selaras dengan nilai-nilai organisasi, visi dan tujuan. Dalam training ini, Anda akan mendapatkan keterampilan praktis untuk mengintegrasikan pemikiran strategis dalam pelaksanaan diperusahaan. Anda belajar untuk menerapkan pemikiran strategis, berinovasi untuk menciptakan peluang, rencana perubahan dan memenuhi kebutuhan stakeholder.



WHO SHOULD ATTEND

Frontline managers wishing to apply strategic thinking to their operational management skills.



COURSE BENEFITS

Successful operational managers use strategic thinking to move beyond reacting to day-to-day events, ensuring that their decisions are aligned with organizational values, vision and goals. In this course, you gain the practical skills to effectively integrate strategic thinking with daily operations. You learn to apply strategic thinking, innovate to create opportunities, plan for change and meet stakeholder needs.



SUMMARY OUTLINE STRATEGIC THINKING TRAINING

1. Introduction

  • Strategy: everyone’s concern
  • Identifying the strategic challenges facing operational managers
  • What strategy means to operational managers

2. Defining Strategic Thinking

    a. The key aspects of strategic thinking

  • Distinguishing between strategic thinking and strategic planning
  • Identifying the impact of strategy on operational activity
  • Aligning the organization’s vision with reality
  • Creating sustainable competitive advantage

    b.  Creating value for stakeholders

  • Recognizing the importance of stakeholders in the strategy process
  • Satisfying the needs of the stakeholders

     c. Applying strategic-thinking tools

  • Positioning yourself within the four cycles of operational effectiveness
  • Decoding your environment with PESTLE
  • Analyzing the organizational ecosystem with Porter’s Five Forces

3. Leveraging Operational Strengths

    a. Evaluating operational capabilities

  • Differentiating between organizational and operational competencies
  • Taking inventory of the key strengths within your operation
  • Rating competencies against strategic goals

        b. Maximizing your unique operational strengths to deliver stakeholder value

  • Optimizing internal processes
  • Shaping opportunities by scanning the external environment

4. Executing Strategy at the Operational Level

    a. Getting real about the vision

  • Qualifying the gaps between operational and organizational vision
  • Establishing the foundation for realizing goals

    b. Bridging the strategic gap

  • Questioning assumptions to uncover new solutions and drive new discoveries
  • Managing operational strategic assets
  • Rigorous planning through scenario assessment
  • Quantifying the impact of proposed solutions

5. Creating an Innovative Culture

     a. Employing an innovation framework

  • The importance of innovation in strategic thinking
  • Promoting nonlinear thinking
  • Generating solutions through value engineering
  • Optimizing solutions by challenging the status quo

      b. Adapting your culture to satisfy strategic demands

  • Meeting the five preconditions for an innovative culture
  • Facilitating team innovation

      c. Innovating to create competitive success

  • Qualifying innovation traits
  • Benchmarking objectives against actual performance

      d. Quantifying the financial metrics

  • Verifying decisions through financial analysis
  • Incorporating a stakeholder perspective

6. Planning for Operational Change

     a. Weaving change into the fabric of the culture

  • Being proactive in a reactive environment
  • Implementing operational change through people, processes and culture
  • Motivating the team to adopt the change

     b. Constructing a change process

  • Configuring your resources to encompass change
  • Measuring results through balanced scorecards
  • Reviewing and communicating progress

7. Securing Stakeholder Commitment and Resources

     a. Communicating for buy-in

  • Applying influencing techniques to overcome resistance
  • Negotiating for resources using win-win approaches

      . Maximizing your impact

  • Presenting your intentions to key decision makers
  • Earning support with entrepreneurial techniques
  • Articulating an elevator pitch that secures commitment

 



COURSE METHOD

  • Presentation
  • Discuss
  • Case Study
  • Evaluation
  • Simulation

TIME & VENUE

  • Jentra Hotel / Dafam fortuna Hotel, Yogyakarta
  • 7-9 April 2014
  • 11-13 June 2014
  • 7-9 July 2014
  • 24-26 September 2014
  • 8-10 October 2014
  • 22-28 November 2014
  • 22-24 December 2014
  • 3 days ( 08 am – 04 pm0



COURSE SPEAKER

PATISINA. ST.,M.Eng
Akademisi dan praktisi dalam mengelola perusahaan, beberapa jabatan yang pernah di pegang dari Project manager, General manager, Business development, dan terakhir bersama teman-teman mengelola perusahaan untuk proyek EPC dan dipercaya menjadi Direktur, pengalaman menjadi trainer di beberapa perusahaan BUMN dan swasta untuk bidang Industrial Engineering, Operation Management, Human Resource Management, SCM, Teknik Negosiasi, Quality, GKM, dll



COURSE FEE

IDR 5.800.000,- Per participant non residential at Yogyakarta
Disc 10% untuk 3 orang pendaftaran dari perusahaan yang sama.


FACILITY

  • Module / Handout Strategic Thinking Training
  • Certificate
  • Souvenir
  • Training Kit

 

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Posted in: Operational, Yogyakarta

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