Delegate responsibility for multi-year strategic planning without losing sight of the outcome.
Building Multi-Year Strategic Plans and Monitoring Their Execution
Move multi-year strategic planning from general awareness to a repeatable, reviewable practice.
📍 Istanbul🗓️ 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 multi-year strategic planning, which nobody trained them for. When this strand of organisational leadership is unclear, people default to protecting their own function. What blocks progress on the organisational leadership capability is usually unclear ownership rather than unclear intent. The teaching approach is deliberately practical: participants build a leadership plan for multi-year strategic planning as they go. The material serves both public bodies and commercial organisations dealing with the wider organisational leadership agenda. They acquire practical criteria for judging when the organisational leadership capability is working and when it is only appearing to. It establishes a shared vocabulary for multi-year strategic planning so that teams can disagree productively about it. Comparative studies of the wider organisational leadership agenda across sectors find the same handful of failure points recurring. It ends with a prioritised list of changes to this strand of organisational leadership that the participant is prepared to defend internally.
Expected Learning Outcomes
Set standards on multi-year strategic planning and apply them consistently regardless of who is involved.
Establish what evidence would demonstrate that multi-year strategic planning is under control.
Make decisions on multi-year strategic planning at the right speed for the risk involved.
Apply a repeatable review cycle to multi-year strategic planning and act on what it produces.
Handle the trade-offs in multi-year strategic planning between speed, cost and assurance explicitly rather than implicitly.
Judge when to escalate multi-year strategic planning and when to absorb it.
Who Should Attend
Executives leading multi-function programmes involving multi-year strategic planning.
Those responsible for briefing external stakeholders on multi-year strategic planning.
Team leaders and supervisors who put multi-year strategic planning into practice day to day.
Team leaders responsible for daily delivery of multi-year strategic planning.
Project and programme managers whose success depends on multi-year strategic planning.
Board members and non-executives overseeing multi-year strategic planning.
Course Modules
Multi-year strategic planning: conflict, politics and informal power
2 sessions · 8 pointsSession 1The cost of multi-year strategic planning and how to present it
- Build the competence framework that supports multi-year strategic planning.
- Check that records of multi-year strategic planning answer the questions likely to be asked.
- Set the decision rights on multi-year strategic planning: who decides, who is consulted, who is told.
- Recognise publicly one person whose work on multi-year strategic planning went unnoticed.
Session 2Comparing multi-year strategic planning with recognised practice
- Distinguish symptoms from causes when multi-year strategic planning underperforms.
- Set the review point at which multi-year strategic planning will be reconsidered.
- Compare the cost of multi-year strategic planning with the cost of its absence.
- Set out how exceptions to multi-year strategic planning are requested and approved.
Multi-year strategic planning: building the bench and letting go
2 sessions · 8 pointsSession 1Deciding on multi-year strategic planning when the information will never be complete
- Identify which function can quietly block multi-year strategic planning and address it directly.
- Check whether incentives anywhere reward behaviour that undermines multi-year strategic planning.
- Record what was learned when multi-year strategic planning did not go as planned.
- Confirm that contractual obligations around multi-year strategic planning are understood.
Session 2Showing that multi-year strategic planning changed something measurable
- Establish the boundary of multi-year strategic planning and record what sits outside it.
- Write down the reasoning behind your position on multi-year strategic planning.
- Give one piece of specific feedback on multi-year strategic planning within the week.
- Prepare how you will respond when multi-year strategic planning is challenged publicly.
Multi-year strategic planning: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Getting other functions to support multi-year strategic planning
- Review a past decision on multi-year strategic planning and state honestly what you would change.
- Check that multi-year strategic planning still works when volumes rise unexpectedly.
- Assess the workload multi-year strategic planning adds and what you will remove to make room.
- State the outcome expected from multi-year strategic planning in a single sentence anyone can repeat.
Session 2Recovering after a visible mistake on multi-year strategic planning
- Confirm that those complying with multi-year strategic planning understand why it exists.
- Establish what evidence demonstrates multi-year strategic planning is under control.
- Agree the standard on multi-year strategic planning and confirm it applies to everyone.
- Name a single owner for each element of multi-year strategic planning.
Multi-year strategic planning: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Reading the room before proposing multi-year strategic planning
- Confirm that the people affected by multi-year strategic planning heard it from you first.
- Benchmark the organisation's multi-year strategic planning against comparable operations.
- Close out actions on multi-year strategic planning rather than leaving them open indefinitely.
- Name the person accountable for each part of multi-year strategic planning, not the committee.
Session 2Building someone who can run multi-year strategic planning without you
- Assign responsibility for keeping documentation of multi-year strategic planning current.
- Decide the point at which you would escalate multi-year strategic planning.
- Plan the sequence in which improvements to multi-year strategic planning will be introduced.
- Identify the conversation about multi-year strategic planning you have been postponing, and schedule it.
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
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