Certificate In Strategy Execution

Certificate In Strategy Execution The Capabilities, Processes, Tools And Disciplines For Successful Strategy Execution 2 – 6 March 2014 • Kempinski Hotel, Mall of the Emirates, Dubai, UAE* 19 – 23 October 2014 • Jumeirah Emirates Towers Hotel, Dubai, UAE

Updated outline for 2014

4 Key Business Benefits: 1. Understand the key components of a successful strategy management system 2. Find out the principal alignment steps linking strategy to budgets and to projects 3. Learn how to develop and use relevant strategic KPIs: what gets measured gets managed 4. Understand how to support strategy execution with the softer behaviours of leadership, change management and the creation of an effective performance culture Book and pay NOW and bring your colleague for FREE on this course

This Five Day event has three sessions per day: 14 training sessions and a final examination session on Day Five.

See back page for details* (Applicable only for March)

Delegates are requested to bring their laptops to support a number of hands-on individual or team exercises throughout the course.

www.iirme.com/strategyexecution

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About Your Expert Course Director

The George Washington University School of Business, IIR Middle East’s Academic Partner, is dedicated to excellence: in its teaching and research about management, in the public and private sectors, within the United States and internationally.

The school has a 75 year history of preparing men and women for leadership in both the public and private sectors. Known internationally for its dedication to academic excellence, the school draws students from all parts of the United States and around the world.

Beyond first class teaching and scholarship, the school’s faculty offers practical experience in the issues and challenges confronting business and government. Its research centres link faculty and students with US and international business and government organisations. Recent distance learning initiatives have expanded the school’s global reach.

Alan Fell is a highly experienced specialist in corporate performance management having spent more than 30 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles and more recently as a consultant and trainer.

Alan’s experiences cover an extensive range of management disciplines from strategic planning and execution, through the Balanced Scorecard, to a range of financial management subjects, especially cost management.

Alan brings a highly pragmatic style and approach to the whole subject of making strategy happen: the challenges of successful strategy execution.

For the past 14 years Alan has operated as an independent management consultant and trainer. He is a highly experienced conference and seminar leader, having facilitated well over 200 events in the last 14 years across the UK, Europe, Middle East, Far East, South Africa and the USA. He is a very regular visitor to the Gulf, and has frequently presented at conferences and seminars with IIR Middle East, in addition to consulting with a wide number of Gulf and Middle East organisations.

Course Overview Course Requirements And Certificates Delegates must meet two criteria to be eligible for an IIRME/GW Certificate of Completion for a course: 1. Satisfactory attendance – delegates must attend all sessions of the course. Delegates who miss more than 2 hours of the course sessions will not be eligible to sit the course assessment.

2. Successful completion of the course assessment.

Delegates who do not meet these criteria will receive an IIRME Certificate of Attendance. If delegates have not attended all sessions, the Certificate will clearly state the number of hours attended.

It is widely recognised that the majority of organisations struggle to execute their chosen strategy – to deliver what they promise.

This unique training course considers the key issues that need to be managed to achieve successful strategy execution to be achieved.

The course addresses three main themes: • The capabilities, processes and tools for successful strategy execution • The supporting strategy execution processes – with special reference to the development and usage of strategic KPIs. What gets measured gets managed.

• The surrounding cultural environment and behaviours – with special reference to leadership, communication, change management, and a performance culture.

Would you like to run this course in-house?

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/strategyexecution

Certificate In Strategy Execution

2 – 6 March 2014 • Kempinski Hotel, Mall of the Emirates, Dubai, UAE 19 – 23 October 2014 • Jumeirah Emirates Towers Hotel, Dubai, UAE

Course Timings: Registration will commence at 8.00 on Day One. Course sessions will start promptly at 08.30 and finish at 14.30. There will be two breaks for refreshments and lunch will be served at the end of each day’s sessions.

Day One Session 1 - Introduction • Introductions, plus an overview of strategy management including terminology • Delivering what we promise: an overview of the key building blocks of execution • Briefly – good case study example Session 2 – Tools And Processes • The strategy execution tools and processes necessary within the organisation • Summary of the Balanced Scorecard (BSC) concept and benefits • Applying the BSC to public sector organisations, and to business units/ departments • Are we ready? Using the Strategy Focused Organisation best practice framework Session 3 – Strategy Office • Strategic job families – having the right people capabilities • Creating an effective strategy office (OSM – Office of Strategy Management) • The roles and responsibilities of a proactive OSM function

Day Two Session 4 – You Need To Have A Strategy Before You Can Implement It • The key components of developing a successful and measurable strategy • An overview of the step-by-step methodology for developing an effective business strategy • Situation analysis: using SWOT, PEST etc properly as a key planning input • Creating/updating mission and vision statements Session 5 – Goals And Supporting Strategies • Goals – the vision in SMART terms: and validating the realism of topdown organisation-level goals • Selecting and describing the chosen strategies to reach the goals (note – this course is NOT focused upon the methodologies for developing and selecting appropriate business strategies: please see our separate Certificate of Strategic Planning courses) • The power of developing and using the BSC Strategy Map concept • The Strategy Canvas concept – helping to clarify the distinctive customer value proposition Session 6 – Cascading The Organisation Level Strategy • Cascade methodology to units/departments – creating unit scorecards • Further cascade ultimately to individual employees: aligning with the HR PMS • The process for cascading strategic initiatives/projects to units/ departments

Day Three Session 7 – Developing And Using Relevant Strategic KPIs (Part One) • Distinguishing strategic from operational KPIs – what is the difference and why are strategic KPIs so crucial to successful execution?

• The process of translating strategy into KPIs • Prioritising potential KPIs – which ones do we use • The methodology for cascading KPIs from organisation-level to units/ departments

Session 8 – Developing And Using Relevant Strategic KPIs (Part Two) • How to set realistic but stretching performance targets for each KPI • Aligning these targets with the overall measurable goals of the organisation (a notorious weak link – and the cause of much poor strategy execution) • How to cascade targets to operating and support units/departments Session 9 – Aligning Strategy And Budgets • How to avoid the common trap of misalignment (60% alignment failure rate) • Getting the finance department to think and behave strategically • The process of strategy-budget alignment • Separating business as usual from change: the concept of “Stratex” as applied to both operating and capital (capex) budgets

Day Four Session 10 – Initiative/Project Management • Aligning PMO and the Strategy Office/OSM • Ensuring that relevant initiatives are aligned and prioritised with strategy • Project benefit evaluation and alignment to strategic performance targets • Incorporating initiative management within the scorecard Session 11 – Using Strategic KPIs To Monitor Performance And Keep On Track • The BSC management review process: purpose and frequency • Who should attend: cascading the review process within the organisation • “Rules of engagement” – setting and enforcing the ground-rules for how the management review process should be organised to be effective (note – this is a weak link for many organisations) Session 12 – “Culture Eats Strategy For Breakfast” – Managing The Softer Issues • Examples of culture-strategy alignment and misalignment • Strategy execution requires leadership: it will not happen by accident • Leadership and management: strategy execution requires both • The value of having an effective “strategic HR” function and what are the key roles of such a function

Day Five Session 13 – Change Management And Communication • Strategy is all about change, not standing still: change must be managed • Using the Kotter 8-step change model • Measuring the change management capability of the organisation • Communicate, communicate, communicate: the crucial importance of effective and regular communication (poor communication widely quoted as #1 barrier to execution) Session 14 – Performance Culture • Motivating people to give their best: results not excuses • Does a carrot-and-stick approach actually work, or is it counterproductive?

• Aligning compensation to strategy execution: the key decision points – and how to avoid the common design mistakes that negate the positive behavioural impact of a well-designed compensation scheme Session 15 – Closure And Certification Examination

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/strategyexecution

Certificate In Strategy Execution

2 – 6 March 2014 • Kempinski Hotel, Mall of the Emirates, Dubai, UAE 19 – 23 October 2014 • Jumeirah Emirates Towers Hotel, Dubai, UAE

FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 9428 Dubai, UAE

+971 4 335 2437 +971 4 335 2438 register@iirme.com

www.iirme.com/strategyexecution

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com Course Fee Before 15 December 2013

Course Fee Before 5 January 2014

Final Fee*

US$ 4,395

US$ 4,895

US$ 5,195

Event

Course Fee Before 3 August 2014

Course Fee Before 24 August 2014

Final Fee*

Certificate In Strategy Execution 19 – 23 October 2014 (BC5278)

US$ 4,395

US$ 4,895

US$ 5,195

Event Certificate In Strategy Execution 2 – 6 March 2014 (BC5277)*

WEB BC5277/BC5278

WOULD YOU LIKE TO RUN THIS COURSE INͳHOUSE?

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions and successfully complete the course assessment will receive an IIRME/GW Certificate of Completion. *Book and pay NOW and bring your colleague for FREE on this course. Only applicable for March 2014 course.

All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them as they include important information. By submitting your registration you agree to be bound by the terms and conditions in full.

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A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received.

Credit card payment If you would like to pay by credit card, please tick here and a member of our team will contact you to take the details

Cancellation If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge.

Registration fees for registrations cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.

Avoid Visa Delays - Book Now Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible.

Visas for non-GCC nationals may take several weeks to process.

All registrations are subject to acceptance by IIR which will be confirmed to you in writing.

Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.

Event Venue: Kempinski Hotel, Mall of the Emirates, Dubai, UAE Tel: +971 4 341 0000 Jumeirah Emirates Towers Hotel, Dubai, UAE Tel: +971 4 330 0000 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com © Copyright I.I.R. HOLDINGS B.V.

IK/EO BU2715 Strategic Management

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