Strategy & Strategic Planning

Yes. On Day 1 we establish clear working definitions. Strategy is the direction an organisation takes with the aim of achieving future business success – how it deploys its people, financial and material resources to achieve its mission and vision. Strategic planning is the structured process by which leaders define that vision, set mid- to long-term goals (typically three to five years) and sequence them into an actionable road map. The course shows you how the two connect, and how strategic planning differs from short-term, tactical business planning.

The course is specifically designed for experienced staff from any industry and any functional specialisation who wish to gain a broader appreciation of business development and play a bigger role in setting their organisation’s direction. You will gain a detailed understanding of the strategic impact of your own specialism and learn how to contribute meaningfully to your organisation’s strategic planning process.

You will work with the leading frameworks used by practitioners worldwide, including SWOT, PESTLE, Porter’s Five Forces, VRIO, the Balanced Scorecard, strategy mapping and the Grand Strategy Matrix. Importantly, you don’t just learn the theory – the course manual includes ready-to use templates (SWOT, PESTLE, Balanced Scorecard and a fully completed PESTLE example) so you can apply these tools immediately back at work.

Both. Day 1 includes a dedicated session on the similarities and differences between private and public sector strategies – covering issues such as mission-driven versus profit-driven objectives, wider stakeholder groups (citizens, taxpayers, employees), cost sensitivity and the political environment in which public bodies operate. Delegates from ministries, regulators and state-owned enterprises will find the frameworks fully transferable.

You will do both. Day 3 is devoted to converting analysis into a practical plan using a concise 5-page framework covering Company Vision, Strategic Priorities, Goals, Objectives and Key Initiatives. We also address the classic trap of “Paralysis by Analysis” – how to recognise it, why it happens and proven techniques to keep the planning process decisive and action-oriented.

Yes. Day 3 examines when to choose a joint venture versus a strategic alliance, the differences in legal structure and commitment, the role of the MOU, and how to manage these partnerships successfully. We use real-world examples – such as the Mercedes-Benz/Swatch joint venture behind the SmartCar and the Barnes & Noble/Starbucks alliance – to bring the strategic choices to life.

Day 4 explores globalisation across three dimensions: strategic (creating a global strategy that adapts to local markets), organisational (communication across time zones, international employee expectations, supporting foreign customers and increased competition) and human (the impact on individuals, communities and institutions). We also draw on Hofstede’s cultural dimensions to help you lead and plan effectively across cultures.

Implementation is a major theme. Day 4 covers building a strategic planning team, communicating the strategy through the organisation and gaining genuine commitment and buy-in from your people. Day 5 then focuses entirely on execution – aligning strategy with culture, structure and people, linking strategy to operational objectives, prioritising initiatives, assigning ownership, and monitoring progress – so your plan becomes action rather than a document on a shelf. You will also learn to apply strategic planning at a personal level to your own career.

If you would like further information about these training courses, our team is available to provide professional guidance and support. We are pleased to assist with course selection, the registration process, and any related enquiries.

TEL: +971 (04) 425 0700

WhatsApp: +971 (56) 538 7378

Email English: info@glomacs.com

Email Arabic: arabic-training@glomacs.com