Strategy Formulation and Execution
This session provides participants the opportunity to work through the strategic management process. We will identify the analytical inputs into strategic planning, and show how vision is critical to, but not a substitute for, a well thought-out strategy. Participants communicate their company’s strategy in a way that is compelling, complete, and tied to measurable goals and objectives. Because a strategy is only as good as its execution, the program also covers the steps required in moving the strategy forward.
Strategy Formulation and Implementation
Learning Objectives and Outcomes
After completing this session, you will:
- Understand the complete strategizing process, from formulation through implementation
- Know the internal and external inputs necessary for strong strategy development
- Know what a strategy looks like, and be able evaluate the dimensions of strategy development that need reinforcement
- Understand the relationship between strategy formulation and implementation
- Be able to identify implementation linkages between strategic objectives and performance indictors
- Understand what it takes to make strategy a continual process
Day 1
Strategy Formulation
- What is strategy?
- What are our differentiators?
- What arenas are we best poised to compete in?
- What vehicles fuel the strategy – from organic growth to acquisitions?
- What functions should lead the strategy?
- How should we stage and pace our strategic objectives and moves?
- What is the economic logic of our strategy and how does it position us for the longer term?
- Are we best poised to be a first-mover or fast follower?
Days 2 & 3
Strategy Implementation
- How do I translate strategy into operational terms?
- What does it mean to align the organization with the strategy?
- How do I make strategy everyone’s everyday job?
- How do I align individual goals to strategy?
- What does it take to make strategy a continual process?
- How do I mobilize our leadership for strategic change?
Faculty
Lori J. Cross
President, Mind Span Consulting
Lori Cross is the President of Mind Span Consulting, a firm that specializes in the development of exceptional, authentic leaders in high-tech environments. She coaches and develops leaders of all ages on strategy formulation, execution, teambuilding, innovation and followership. Lori has over 25 years of experience in leading global organizations through turnarounds, start-ups and execution of new business models. As Group President of VIASYS NeuroCare, Lori led an aggressive turn-around with an innovative strategy and global implementation model. Previously, Lori led the renewal of GE/Datex-Ohmeda, where her team’s success was recognized with the Wisconsin Forward Award. She earned her bachelors in engineering from Northwestern University and masters in engineering from Rensselaer Polytechnic Institute. She also holds an Executive MBA, with a focus on International Marketing
Mason A. Carpenter
Associate Professor – Management and Human Resources, Wisconsin School of Business
M. Keith Weikel Professor in Leadership
Professor Carpenter’s teaching and research concern corporate governance, top management teams, and the strategic management of global firms. Professor Carpenter was voted Professor of the Year by MBA students, and identified as one of the most popular professors in the Business Week MBA poll. He recently received the Larson Excellence in Teaching award from the School of Business, and the UW’s Emil H. Steiger Distinguished Teaching Award. He has a BS from Cal State Humboldt and University of Copenhagen, Denmark, and an MBA from Cal State Bakersfield. He also completed graduate studies in enology at the University of Bordeaux, France. His PhD in strategy is from the University of Texas, Austin.