Implementation of strategic plans of the company
The manager’s decisions and daily efforts lead to the implementation of the strategy into practice.
It will require thorough planning for doctoral students to implement (start implementing) their mission and strategic intentions in their real-life activities.
After considerable planning, the students will describe the vision, the values, the mission, the analysis and dynamics of changing environments. They will build the goal-setting process depending on the interests of stakeholders and sources of information.
The strategy will be deconstructed into separate elements, and conditions will be created for its implementation through financing, positioning, planning, execution and controlling mechanisms.
Another important component of the course is the study and description in the dissertation of the logic and procedures of decision-making.
The timeliness and feasibility of managerial decision-making are the two main factors in implementing business interests.
The very process of decision-making of the manager is of interest in terms of scientific and purely entrepreneurial approach. There is no clearly defined vision as to whether decision-making is an art or a rational process, neither in the academic community nor among practitioners.
A detailed analysis of this remarkable phenomenon will help create the individual foundation of this process for the student.
Executive Manager programs are developed for effective training of practicing professionals who already have basic knowledge in their fields.
We recommend this program to managers and leaders in the companies of any field, entrepreneurs and business owners, specialists in corporate management, business analysts, business development and innovation development managers.
Implementation of strategic plans of the company: Certified EM Course
1. Implementing the strategies.
1.1. Positioning your strategy. Two circles of groups of influence: internal circle and external circle. External groups of influence. Internal groups of influence. Risks. Sources of power. Methods of power indicators of external stakeholders. Exchange method.
1.2. Financing your strategy. Value chain. Financial coefficients and analysis of the effective use of resources. Added value. Net present value. Gross income. Liquidity. Leverage. Comparative analysis.
1.3. Strategy analysis. Goals of SWOT analysis. Situational analysis. Main characteristics of company resources: weak and strong points. Mutual comparison of external environment and internal resource characteristics.
1.4. Strategy events. Quick SWOT analysis. Calculated SWOT analysis. Basic potential of an organization. External macroenvironment of the organization. Adapting company goals. Forming strategic events.
2. Making Decisions on the Strategy.
2.1. Making decisions on resources. Financial results of implementing the strategy. Financial risks (liquidity). Profitability as the criterion of acceptability of the strategy. Cost effectiveness method. Pure money flow method. Capital structure. Leverage. Analysis of sensitivity. Matrix of solutions. Modeling situations. Heuristic models. Implementability of the strategy. Monetary flow forecasting. Break-even point analysis (operational leverage).
2.2. Strategy reporting. Management by goals. Total quality management.
Assessment and control of the strategy. Shortcomings of the strategy implementation: Strategic management practice. Strategic potential of the company. Balanced Scorecard concept.
2.3. Adapting the strategy. Levels and objects of the corporate strategy. Strategic contexts. Parent company strategy. Direction strategy. Growth strategy. Stability strategy. Economy strategy. Supply strategy.
2.4. Correcting strategy events. Personal and group goals. Teleonomic practicability and purposefulness in the company’s activities. Strategic goal horizons.
3. Operative Strategy Control.
3.1. Decomposition of responsibility zones. Functional strategies. Marketing strategies. Pricing strategies. Determining functional strategies. Financial strategy. Development and research strategies. Operational strategy. HR management strategy. Informational system strategy.
3.2. Tactics for the strategy. Competitive tactics. Temporal parameters of tactics. Advance tactics. Assault tactics. Flanking maneuver tactics. Surrounding. Detour advancing. Guerilla warfare. Defense tactics. Reinforcement of expected retaliation. Increasing structural barriers. Lowering the significance of reasons for the advance.
3.3. Deconstruction of functions. Effectiveness of activities. System of added value chains. Primary functions of the company. Auxiliary functions. Costs and consequences of the functions.
3.4. Strategy control center. Portfolio management strategy. Balanced portfolio. Portfolio analysis: parent matrix. Corporate center strategy. Corporate center roles.
References & Literature
Status & Diploma
Graduates of the Executive Manager programs receive EM Diplomas & International Qualification Certificates. Executive Manager is the state-of-the-art practical short-term instructional format, which has recently become quite popular in the leading business schools of the US, Asia and the UK.