Build the internal capability for strategy and capability alignment rather than depending on external support indefinitely.
Aligning Corporate Strategy with Actual Operational Capability
Build a working method for strategy and capability alignment that stands up to scrutiny and survives daily pressure.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on strategy and capability alignment, which nobody trained them for. Authority is granted by the organisation; credibility in capability alignment is earned separately. Content is organised around the decisions practitioners actually face in this strand of organisational leadership, not around theory headings. Where strategy and capability alignment is measured, it improves; where it is only discussed, it drifts. Participants gain a clear basis for measuring what the wider organisational leadership agenda has actually achieved. Moving capability alignment from written policy into daily practice is not achieved by a single decision. The material serves both public bodies and commercial organisations dealing with strategy and capability alignment. Participants test their assumptions about capability alignment against scenarios designed to break weak ones. Participants leave with a first-ninety-days plan for this part of organisational leadership rather than a set of notes.
Expected Learning Outcomes
Communicate the purpose of capability alignment to those who have to comply with it.
Manage the emotional load strategy and capability alignment places on you and on the team.
Set standards on capability alignment and apply them consistently regardless of who is involved.
Build coalitions across functions to make strategy and capability alignment stick.
Assign clear ownership for each element of capability alignment across the functions involved.
Hold difficult conversations about strategy and capability alignment early, while they are still small.
Who Should Attend
Board members and non-executives overseeing strategy and capability alignment.
Public sector managers applying capability alignment within institutional constraints.
Members of committees that take decisions affecting strategy and capability alignment.
High-potential staff being prepared for wider responsibility for capability alignment.
Project and programme managers whose success depends on strategy and capability alignment.
Specialists advising senior management on capability alignment.
Course Modules
Strategy and capability alignment: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1The hard cases in strategy and capability alignment and how to reason about them
- Agree the indicators that will show whether strategy and capability alignment is improving.
- Assess the workload capability alignment adds and what you will remove to make room.
- Compare the cost of strategy and capability alignment with the cost of its absence.
- Name a single owner for each element of capability alignment.
Session 2Showing that capability alignment changed something measurable
- Identify single points of dependency in strategy and capability alignment and reduce them.
- Identify where judgement in capability alignment is legitimate and where it is not.
- Decide the point at which you would escalate strategy and capability alignment.
- Give one piece of specific feedback on capability alignment within the week.
Capability alignment: performance, standards and consistency
2 sessions · 8 pointsSession 1Saying the thing about capability alignment that nobody wants to say
- Set the review point at which strategy and capability alignment will be reconsidered.
- Agree the standard on capability alignment and confirm it applies to everyone.
- Identify your successor for strategy and capability alignment and the gap they need to close.
- Agree the smallest change to capability alignment that would be visibly useful.
Session 2Holding the line on capability alignment when it costs you
- Name the person accountable for each part of strategy and capability alignment, not the committee.
- Set the review interval for capability alignment and who attends.
- Test whether the team can explain strategy and capability alignment in their own words.
- Prepare the response for the most likely failure in capability alignment.
Capability alignment: influence across functions you do not control
2 sessions · 8 pointsSession 1The cost of capability alignment and how to present it
- Confirm that reporting on strategy and capability alignment reaches the people who can act.
- Close out actions on capability alignment rather than leaving them open indefinitely.
- Establish the boundary of strategy and capability alignment and record what sits outside it.
- Establish what evidence demonstrates capability alignment is under control.
Session 2What your team concludes from how you handle strategy and capability alignment
- State the outcome expected from strategy and capability alignment in a single sentence anyone can repeat.
- Check that records of capability alignment answer the questions likely to be asked.
- Check whether incentives anywhere reward behaviour that undermines strategy and capability alignment.
- Ask the team what they think is wrong with the plan for capability alignment.
Capability alignment: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Reading the room before proposing capability alignment
- Identify the conversation about strategy and capability alignment you have been postponing, and schedule it.
- Define the trigger that would require capability alignment to be redesigned.
- Identify which function can quietly block strategy and capability alignment and address it directly.
- Write down the reasoning behind your position on capability alignment.
Session 2Who answers for capability alignment, and to whom
- Decide what you will delegate on strategy and capability alignment and what you will not, and say why.
- Write down the assumptions underpinning the approach to capability alignment.
- Set escalation thresholds for strategy and capability alignment that work out of hours.
- Confirm that the people affected by capability alignment heard it from you first.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.